Issuu

THREE DECADES OF TRUSTED INSIGHT | NOVEMBER 2026

TOP 100 INDIANS 2026 The leaders shaping the Gulf’s future

THE

LONGEVITY REVOLUTION

Brandon Dawson on his mission to empower people worldwide to live longer, healthier lives through MYiOX Health

AI’s next big test Making UAE infrastructure pay

RAK’s growth Al Hamra CEO on the Wynn boom

Charging ahead BYD’s ambitions for the Gulf

BD 2.10 KD 1.70 RO 2.10 SR 20 DHS 20

TOP 100 20 TOP TOP TOP 100 100 100 20 20 20 INDIANS 26 INDIANS INDIANS INDIANS 26 26 26 CELEBRATING LEADERS CELEBRATING CELEBRATING CELEBRATING THETHE LEADERS THETHE LEADERS LEADERS WHOWHO WHO WHO HAVE MADE THEIR MARK... HAVEHAVE MADE HAVE MADE THEIR MADE THEIR MARK... THEIR MARK... MARK...

Aayush Puri Aayush Aayush Puri Puri

Alisha Moopen AlishaAlisha Moopen Moopen

Dr Harmeek Dr Singh Harmeek Dr Harmeek Singh Singh

CEO of ANAROCK CEO ofCEO ANAROCK Residential, of ANAROCK Residential, Residential, Managing director Managing Managing directordirector Founder andFounder chairman, Founder and chairman, and chairman, Dr. (CA) Ankur Dr. (CA) Aggarwal Dr.Ankur (CA) Ankur Aggarwal Aggarwal Atif Rahman Atif Rahman Atif Rahman Plan B Group Middle East, Middle and ANAROCK East, Middle and East, ANAROCK and ANAROCK and group CEO, and group Aster and CEO, groupAster CEO, Aster Plan B Group Plan B Group Aayush Puri Alisha Moopen Dr Harmeek Singh Chairman and Chairman founder, Chairman and founder, and founder, Founder and Founder chairman Founder and of chairman and chairman of of Channel Partners Channel (ACP), Channel Partners India Partners (ACP), India (ACP), India DM Healthcare DM Healthcare DM Healthcare CEO of ANAROCK Residential, Managing director ORO24 Developments Founder and chairman, BNW Developments BNW Developments BNW Developments ORO24ORO24 Developments Developments

Middle East, and ANAROCK Channel Partners (ACP), India

Dr. (CA) Ankur Aggarwal Chairman and founder, BNW Developments

Naresh Kumar Naresh Bhawnani Naresh KumarKumar Bhawnani Bhawnani

and group CEO, Aster DM Healthcare

Atif Rahman

Founder and chairman of ORO24 Developments

Prateek Suri Prateek Prateek Suri Suri

Plan B Group

Rahul Singh Rahul Rahul Singh Singh

Founder andFounder chairman, Founder and chairman, and chairman, Chairman ofChairman MaserChairman Group of Maser ofGroup Maser Group Managing director, Managing Managing director,director, Navneet Mandhani Navneet Navneet Mandhani Mandhani Capt Dr Pradeep Capt Dr Capt Singh Pradeep Dr Pradeep Singh Singh West Zone Group West Zone West Group Zone Group and CEO of and CEO and ofCEO of Car Rental Division, Car Rental Car AADivision, Al Rental Division, AA Al AA Al Founder, Sophonos Founder, Founder, Sophonos Sophonos Founder andFounder chairman, Founder and chairman, and chairman, MDR Investments MDR Investments MDR Investments Moosa Enterprises Moosa Moosa Enterprises Enterprises Investments;Investments; founder Investments; andfounder CEO, founder and CEO, and CEO, Karma Developers Karma Developers Karma and Developers and and Karma Developers Karma Developers Karma Developers Aethon Group AethonAethon Group Group

Naresh Kumar Bhawnani Founder and chairman, West Zone Group

Prateek Suri

Navneet Mandhani

Founder, Sophonos Investments; founder and CEO, GB_112026_TOP GB_112026_TOP 100 GB_112026_TOP indians_gatefold_resize_f5.indd 100 indians_gatefold_resize_f5.indd 100 indians_gatefold_resize_f5.indd 1 Karma Developers 1 1

Chairman of Maser Group and CEO of MDR Investments

Rahul Singh

Capt Dr Pradeep Singh Founder and chairman, Karma Developers and Aethon Group

Managing director, Car Rental Division, AA Al Moosa Enterprises 03/11/2026 03/11/2026 6:09 PM03/11/2026 6:09 PM6:09 PM

The people powering progress . . .

Abhay Bhargava

Adel Sajan

Adnan Chilwan

Amit Jain

Anand Nair

Anurag Chaturvedi

Ashish Koshy

Ashish Mehta

Ashish Vijay

Avi Bhojani

Avinash Babur

Dr Azad Moopen

B Ravi Pillai

Bally Singh

Bharat Bhatia

Bindu Suresh Chettur

Birbal Singh Dana

Deepak Babani

Dhananjay Datar

Dileep Kumar

Div Turakhia

Dyuti Parruck

Faizal Kottikollon

Firoz Merchant

Firoz Tarapore

Harish Tahiliani

Jayant Lal Ganwani

Jayesh Patel

John Paul Alukkas

Dr Joy Alukkas

TOP 100 INDIANS 2026

K P Basheer

Kabir Mulchandani

Kamal Puri

Kamal Vachani

Kami Viswanathan

Karim Merchant

Kiran Asher

L T Pagarani

M A Yusuff Ali

Manish Patel

Mohan G Valrani

Mridula Singh

Dr Navin Valrani

Neelesh Bhatnagar

Nilesh Ved

P N C Menon

Pankaj Gupta

Paras Shahdadpuri

Peyush Bansal

Poonam Bhojani

Raj Rana

Rajen Kilachand

Raju Shroff

Ramesh Cidambi

Ramesh Prabhakar

Ramesh Ramakrishnan

Renuka Jagtiani

Rishi Kapoor

Rizwan Sajan

Saifee Rupawala

To read more, turn to page 29

Sameer Lakhani

Sanjay Raghunath

Shailesh Dash

Shaji Ul Mulk

Shamlal Ahamed

Dr Shamsheer Vayalil

Dr Shanila Laiju

Shyam Bhatia

Siddeek Ahmed

Siddharth Balachandran

Sima Ved

Sohan Roy

Sunil John

Sunil Kumar

Sunil Vaswani

Sunny Varkey

Surender Kandhari

Suresh Kumar

Syed M Salahuddin

Tariq Chauhan

Dr Thumbay Moideen

Tony Jashanmal

V Shankar

Vardaraj (Raj) Shetty

Vidya Chhabria

Vijey Samyani

Yogesh Mehta

Zanubia Shams

Zubin Karkaria

Dr Zulekha Daud

TRUE WEALT H IS BEYOND WEALT H It’s Leaving a Legacy

At Habib Bank AG Zurich, we believe true wealth creates a lasting legacy. Our personalised approach aligns your values and goals with tailored solutions, including succession planning. We help you build wealth that matters for generations to come.

For more information please contact us Switzerland: Infoch@habibbank.com DIFC - UAE: hbz.difc@habibbank.com

CONTENTS

11 20 26 Editor-in-chief Obaid Humaid Al Tayer Managing partner and group editor Ian Fairservice Chief commercial officer Anthony Milne Anthony@motivate.ae

Group content director Thomas Woodgate

PRECISION HEALTH

Thomas.Woodgate@motivate.ae

Publishing director Manish Chopra Manish.Chopra@motivate.ae

10X HEALTH CO-FOUNDER BRANDON DAWSON EXPLAINS HOW ITS MYiOX ECOSYSTEM, PARTNERSHIPS AND ABU DHABI AMBITIONS MAY HELP RESHAPE PERSONALISED HEALTHCARE WORLDWIDE

Group editor Gareth van Zyl Gareth.Vanzyl@motivate.ae

Editor Neesha Salian Neesha.Salian@motivate.ae

Deputy editor Rajiv Pillai Rajiv.Pillai@motivate.ae

Supplied

P.22

Reporter Nida Sohail

Getty Images

TOP 100 INDIANS 2026 WE RECOGNISE INDIAN BUSINESS LEADERS WHOSE AMBITION AND INFLUENCE ARE RESHAPING THE UAE AND WIDER GCC

P.29

Supplied

WHY COMPETE WITH AN INDUSTRY WHEN YOU CAN SUPPLY IT?

AGENCY RESET

P.20

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

This issue’s image, vector and font credits: Getty Images / AI / The noun project / Typography / Motivate Media Group | Cover image and gatefold images: Supplied

Nida.Sohail@motivate.ae

Senior art director Freddie N Colinares Freddie@motivate.ae

General manager – production S Sunil Kumar Production manager Binu Purandaran Assistant production manager Venita Pinto Digital sales director Mario Saaiby Mario.Saaiby@motivate.ae

Sales manager Hitesh Kumar Hitesh.Kumar@motivate.ae FOLLOW US ON SOCIAL MEDIA: LinkedIn: Gulf Business Facebook: GulfBusiness X: @GulfBusiness Instagram: @GulfBusiness

HEAD OFFICE: Media One Tower, Dubai Media City, PO Box 2331, Dubai, UAE, Tel: +971 4 427 3000, Fax: +971 4 428 2260, motivate@motivate.ae DUBAI MEDIA CITY: SD 2-94, 2nd Floor, Building 2, Dubai, UAE, Tel: +971 4 390 3550, Fax: +971 4 390 4845 ABU DHABI: PO Box 43072, UAE, Tel: +971 2 657 3490, Fax: +971 2 677 0124, motivate-adh@motivate.ae SAUDI ARABIA: Regus Offices No. 455 - 456, 4th Floor, Hamad Tower, King Fahad Road, Al Olaya, Riyadh, KSA, Tel: +966 11 834 3595 / +966 11 834 3596, motivate@ motivate.ae LONDON: Acre House, 11/15 William Road, London NW1 3ER, UK, motivateuk@motivate.ae

EDITOR’S NOTE

RAS AL KHAIMAH’S MOMENT IS TAKING SHAPE

N A RECENT VISIT to Ras Al Khaimah, I found myself pointing my phone towards the towering Wynn Al Marjan Island resort in the distance. What struck me was how close to completion the building already looked. What was once an ambitious vision now dominates the skyline. With its September 2027 opening approaching, the anticipation is palpable. I had travelled to RAK to get a better sense of its growth story. But beyond the cranes and luxury developments, something else caught my attention. There’s still a wonderfully local feel to the emirate. Conversations are personal, business relationships run deep and everyone seems to know everyone. Yet beneath that familiarity lies an ambition that feels

anything but small. The numbers speak volumes. RAK welcomed a record 1.35 million overnight visitors in 2025, while apartment prices climbed 18 per cent year-on-year in the first half of 2026, according to CBRE. Of course, geopolitical uncertainty has cooled sentiment across parts of the UAE property market, and a substantial pipeline of new homes will test demand. But Wynn’s $5.7bn development gives RAK a powerful catalyst, attracting international attention and investment. For me, the bigger story is what this says about the UAE itself. This country’s growth has never been about Dubai alone. Seven emirates, each finding its own economic identity, continue to demonstrate the remarkable dynamism of the federation. And right now, Ras Al Khaimah looks ready to shift into a higher gear. BUT WYNN’S $5.7BN DEVELOPMENT GIVES RAK A POWERFUL CATALYST, ATTRACTING INTERNATIONAL ATTENTION AND INVESTMENT.

Gareth van Zyl, group editor

Gareth van Zyl captures the rising Wynn Al Marjan Island resort during a recent visit to Ras Al Khaimah

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

CONQUER THE UNEXPECTED

THE FASTEST CAR ON THE PLANET

I N T E RV I E W

Pics: Supplied

PLAYING THE LONG GAME

BENOY KURIEN Al Hamra Group CEO

THE WYNN EFFECT

AS WYNN SPARKS A NEW PROPERTY BOOM IN RAS AL KHAIMAH, AL HAMRA GROUP CEO BENOY KURIEN TELLS GULF BUSINESS WHY NEARLY THREE DECADES OF DEVELOPMENT GIVE HIS COMPANY AN EDGE BY GARETH VAN ZYL

as Al Khaimah’s property market is entering a new era, with luxury developments, record-breaking transactions and the impending arrival of Wynn Al Marjan Island transforming the emirate’s investment landscape. But for Al Hamra Group CEO Benoy Kurien, the story began long before the current excitement. “Our biggest USP is our legacy. We’ve been around for a long time,” he tells Gulf Business. We meet Kurien at the upscale Lexington Grill & Bar at Waldorf Astoria Ras Al Khaimah, shortly after touring a Dhs24m apartment within the group’s branded residential development. The project made headlines earlier this year when a three-level Sky Palace sold for Dhs130.06m, setting a residential transaction record for the emirate. Kurien arrives slightly late, delayed by a meeting with the emirate’s leadership. His own career mirrors Al Hamra’s remarkable evolution. He joined the company in 1998 as an accountant, becoming one of Manar Mall’s first three employees. He worked his way through the business, becoming general manager in 2011 and group CEO in 2018. Nearly three decades later, he oversees one of Ras Al Khaimah’s most established developers. 10

Kurien has little doubt about the significance of Wynn’s $5.7bn integrated resort, scheduled to open in September 2027. “I think it’s a game changer,” he says. “The economic multiplier of such an asset in this part of the world, although it is untested, we can reasonably guesstimate what that impact is going to be.” With international developers racing to establish a presence in Ras Al Khaimah, Kurien believes Al Hamra’s history provides a valuable advantage. “We have a track record, we have a legacy, we have a legacy of delivery,” he says. The group’s master plan spans approximately 77 million square feet, encompassing around 5,000 homes, 950 hotel keys and residents representing more than 100 nationalities. Its portfolio includes pioneering retail, hospitality and leisure developments, from Manar Mall and Al Hamra Golf Club to the Royal Yacht Club.

BUILDING THE NEXT CHAPTER

Despite approximately 90 per cent of its existing master plan being developed, Al Hamra is expanding its residential portfolio. Projects include Al Hamra Greens, comprising 1,798 apartments, Al Hamra Waterfront with 622 residences, and Aila Homes, featuring 204 townhouses. Kurien says the group will eventually move into new locations while remaining firmly focused on Ras Al Khaimah. And while Wynn may be accelerating the emirate’s property boom, he believes long-term investor confidence ultimately comes down to delivery. “If, as an investor, you want to put your money somewhere, you would want to put it with somebody who has some sort of a track record,” he says.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

We’ve seen every “next big thing” since 1996.

2026 – Etihad Rail

2023 – COP28

2016 – Saudi Vision 2030

2010 – Burj Khalifa

2003 – Saudi Joins WTO

1996 – Qatar’s First LNG Export

SCAN TO READ THE ANNIVERSARY ISSUE

gulfbusiness.com GulfBusiness

BRAND VIEW

Why risk management is the Middle East’s big opportunity SHARIF JAGHMAN CME Group

THE MENA REGION IS AT THE CENTRE OF AN ECONOMIC RENAISSANCE, WITH SOPHISTICATED CAPITAL DEMANDING SOPHISTICATED HEDGING TOOLS

THE REGIONAL TRANSFORMATION: FROM PASSIVE TO ACTIVE

s we move firmly into the second half of 2026, it has never been clearer that uncertainty is the only certainty. Market participants are continually navigating a geopolitical and macroeconomic landscape unlike anything experienced in decades. Central bank divergence, geopolitics reshaping trade flows and the speed of information (and misinformation) continue to accelerate. In this shifting environment, effective risk management has moved from being a back-office operation to a front-line strategy for survival and growth. Nowhere is this shift more palpable, or more critical, than in the Middle East and North Africa region (MENA).

While the world manages volatility, the MENA region is undergoing a profound economic renaissance. From the UAE’s economic diversification to Saudi Arabia’s Vision 2030, there is a deliberate shift away from oil dependency toward knowledge-based, service-oriented economies. The rapid influx of capital and talent, combined with the region’s substantial sovereign wealth – with regional sovereign wealth funds now managing around $5.6tn in assets – has driven greater capital flows into local buy-side and retail markets. However, the story is not simply about the volume of capital, but also its growing sophistication. Regional investors are no longer just passive allocators. They are active participants in global risk management, hedging currency exposures, managing complex commodity price risks and optimising portfolios across asset classes.

THE GLOBAL CONTEXT: A WORLD OF DIVERGENCE The old playbook of static risk management no longer works. A repricing of risk is underway, driven by three global forces: MONETARY DIVERGENCE: The Federal Reserve, European Central Bank and other central banks are charting different courses, creating currency and rate volatility that ripples through every asset class. GEOPOLITICAL TENSIONS: Governments are rethinking critical dependencies in energy, technology and food security. These shifts likely reflect permanent structural changes rather than temporary adjustments.

This sophistication is driving demand across several areas: Pics: Supplied

TECHNOLOGICAL TRANSFORMATION: Artificial intelligence and 24/7 markets are fundamentally changing how market participants interact. In this fast-paced environment, the ability to separate reliable data from noise is the new competitive advantage.

DRIVERS OF REGIONAL DEMAND

01 Evolving market infrastructure: The regional landscape is undergoing a significant maturation through the broadening of domestic

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

02 Supply and demand shocks: Global energy markets experienced severe disruption following the outbreak of the Middle East conflict in 2026 (and before that, the impact of the Russia-Ukraine war on crop and refined product markets). The closure of the Strait of Hormuz, through which 20 per cent of global crude oil flows, created an immediate supply bottleneck that rapidly drove up fuel prices. This disruption extends to other commodities; for instance, food costs are expected to rise due to higher fertiliser expenses, as the Middle East is a primary supplier. The Strait is a critical choke point for three of the top ten urea fertiliser exporters. Similarly, the aluminium market is facing an increasing supply deficit, exacerbated by the war’s impact on Middle Eastern cargoes. The waterway is vital for regional output, which accounts for 9 per cent of the world’s total aluminium. Consequently, regional market participants are now managing increasingly complex hedging requirements.

03 The rise of retail: A young, digitally native demographic across the Middle East is rapidly pushing market participation in regional and global markets. With one of the world’s youngest populations, growing financial literacy is transforming everyday investors into active, market-savvy participants. This demographic shift, paired with the rise of mobile fintech platforms offering retail-friendly products, such as CME Group’s Micro-sized suite of products, is lowering entry barriers and forcing exchanges to prioritise simplified, retail-tailored trading tools. 04 Food security imperatives: The Middle East remains heavily reliant on global imports, making the mitigation of agricultural price volatility a cornerstone of regional stability. Market participants are increasingly leveraging agricultural futures to hedge against unforeseen costs stemming from geopolitical friction or environmental shifts. This proactive approach ensures that essential supply chains remain resilient in an era of unpredictable disruption.

volume growth of nearly 20 per cent and all asset classes (Commodities and Financials) have consistently shown marked growth. This is being led by corporates and banks, which indicates that real-economy participants – companies managing actual business risks – are increasingly turning to exchangetraded derivatives.

LOOKING AHEAD

CME Group remains committed to this region, from a regional office in the Dubai International Financial Centre (DIFC) to a strategic investment in the Gulf Mercantile Exchange (GME) alongside Saudi Tadawul Group. In addition to witnessing this growth, supporting the development of local infrastructure and providing the education and liquid markets that sophisticated economies require remain key areas of focus. In a world full of uncertainty and constant change, the ability to access deep, transparent and regulated risk management markets is fundamental to the Middle East’s continued success.

THE DATA TELLS THE STORY In 2025, CME Group reported record volumes globally, but the growth in the Middle East was particularly strong. The region is now a top five market for CME Group in EMEA, with average daily

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

TO LEARN MORE, VISIT cmegroup.com/opportunity CME Group products are not suitable for all investors and involve the risk of loss. Full disclaimer available at https://www.cmegroup.com/ disclaimer.html. Copyright © 2026 CME Group Inc.

Graph: Supplied

product suites, evidenced by the recent rollout of new regional risk management tools, including the recent development of Saudi Tadawul Derivatives Market and the Abu Dhabi Securities Exchange’s single stock futures, as well as the Egyptian futures market launch. This expansion, reinforced by the continuous development of financial hubs like Dubai’s DIFC Zabeel megaproject, is a primary catalyst for the adoption of sophisticated derivatives. These structural advancements are equipping institutional market participants with the necessary hedging tools, transparent legal systems and robust clearing frameworks required to navigate today’s macroeconomic volatility.

FEATURES

MIDDLE EAST AND AFRICA

LEAST SCEPTICAL ON AI DATA CENTRES, CARMA FINDS Neutral coverage dominated the AI data centre debate, but negative sentiment outweighed positive sentiment overall, says Paige Lingwood, Insights Consultant, MENA, CARMA

REGIONAL DIFFERENCES

CARMA’s separate regional optimism comparison put the Middle East and Africa Traditional and Social Media at 44 per cent optimistic and 56 per cent sceptical. The Americas followed at 41 per cent optimistic, ahead of Asia Pacific at 29 per cent. Europe was the most sceptical, with 84 per cent sceptical and 16 per cent optimistic. The UAE also showed one of the largest positive sentiment shares among the 15 markets charted.

POWER AND POLITICS

he Middle East and Africa emerged as the least sceptical region towards AI data centres in a CARMA analysis that identified power supplies, resource use and infrastructure pressures as dominant themes in global coverage. Presented at CARMA’s Energy Industry Webinar on September 30, 2026, the study examined traditional and social media coverage from January to August across more than 800 outlets in over 50 markets. Its sample included more than 21,000 articles and 18,000 social posts, drawing on outlets including AP, Reuters, Bloomberg, the Financial Times, the BBC, Al Arabiya and Al Jazeera, alongside Instagram, LinkedIn and X. Most coverage was neutral, but negative sentiment substantially exceeded positive sentiment. Traditional media coverage was 68 per cent neutral, 24 per cent negative and 8 per cent positive. Social media was more negative: 39 per cent of posts were negative, against 53 per cent neutral and 8 per cent positive. Headlines were more neutral than article bodies. In both the Middle East and Africa and Asia Pacific, 70 per cent were neutral and 2 per cent alarmist. The Americas had the highest share of alarmist headlines, at 12 per cent. Europe led on highly critical headlines, at 29 per cent. 14

Getty Images

NEUTRAL COVERAGE, NEGATIVE UNDERCURRENT

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

Globally, resource usage was the most discussed theme, followed by grid capacity and the race for power, then resource strain. Resource usage coverage was largely neutral, while resource strain leaned heavily negative. Other themes included sovereign AI ambition, project constraints, economic impact, community backlash, water consumption, financial stability and regulatory pushback. Coverage increased during the second quarter as US political discussion intensified. CARMA linked peaks in negativity to this growing political focus. More than 75 per cent of community backlash and “not in my backyard” discussion originated in the US. CARMA associated this with Senator Bernie

Regions vary in their optimism towards data centres, with Europe leading in their scepticism Middle East & Africa Middle East & Africa

Europe Europe

Americas

MIDDLE EAST & AFRICA

EUROPE

Optimistic

41%

Optimistic

16%

Sceptical

59% EUROPE

Sceptical

84%

Optimistic

MIDDLE EAST & Sceptical AFRICA

41%

Optimistic

16%

Optimistic

44%

5 9%

Sceptical

84%

Sceptical

5 6%

Data and analysis: CARMA Traditional and Social Media

Sanders and Representative Alexandria Ocasio-Cortez’s proposed AI Data Centre Moratorium Act, contrasting their position with President Donald Trump’s positive narrative towards data centres.

US AND TECHNOLOGY COMPANIES DOMINATE

The US generated 57 per cent of coverage. India followed at 5 per cent, while Japan, the UK and China contributed 3 per cent each. The US was also the most discussed individual country, receiving 13,250 mentions. The UAE ranked sixth among individual countries, with 650. Hyperscalers accounted for 35 per cent of organisation mentions, followed by hardware suppliers at 32 per cent and AI developers at 18 per cent. Data centre operators represented 3 per cent and investors 2 per cent. Nvidia was the most mentioned organisation, ahead of Alphabet, Microsoft, OpenAI and Meta. Elon Musk was the most quoted individual, followed by Jensen Huang, Trump, Sam Altman and Mark Zuckerberg. CARMA cautioned that quotation volume did not equate to influence, with several

Optimistic

2 9%

5 6%

ASceptical P AC

71%

Optimistic

2 9%

71% Sceptical TRADITIONAL AND SOCIAL MEDIA

Hyperscalers accounted for 35 per cent of organisation mentions, followed by hardware suppliers at 32 per cent and AI developers at 18 per cent.” prominent figures appearing in negatively framed coverage.

MIDDLE EAST AND AFRICA LOOK WEST

More than 70 per cent of regional coverage came from the UAE, Egypt and Saudi Arabia. General news outlets accounted for 72 per cent, finance and business publications 17 per cent, technology publications 8 per cent and energy publications just 2 per cent, the lowest energy trade concentration among the regions. CARMA found regional sources were the least likely to cover local developments, focusing instead on the US. Sovereign AI ambition and economic impact attracted

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

AP AC

44%

more positive than negative coverage. Resource strain, water consumption and community backlash leaned negative.

EUROPE AND ASIA PACIFIC DIVERGE

The UK, Germany and Spain accounted for more than 70 per cent of European coverage. Negative coverage exceeded neutral coverage on resource strain, water consumption, economic impact, project constraints and community backlash. Asia Pacific sources favoured local developments, featuring regional markets in close to half of coverage. India, Thailand and Indonesia drove sovereign AI ambition discussions, while China and Japan focused on resources needed to power facilities. For the Middle East and Africa, CARMA’s findings highlight a gap: comparatively lower scepticism has yet to translate into a stronger focus on local projects or substantial specialist energy coverage. Local projects and the energy infrastructure needed to support them received less attention, leaving room for a more regionally grounded debate.

Energy Industry Webinar

AMERICAS

Energy Industry Webinar

Sceptical

APAC APAC

ENERGY INDUSTRY WEBINAR

AMERICAS

Optimistic

Americas

REGIONS VARY IN THEIR OPTIMISM TOWARDS DATA CENTRES, WITH EUROPE LEADING IN THEIR SCEPTICISM

Sponsors

Beverage Partner

Venue Partners

Audio Visual Partner

Vote Processing Partner

Presented By

BYD makes GCC its ‘number one priority’ as it plans regional parts hub CHINESE ELECTRIC VEHICLE GIANT BYD IS PREPARING TO DEEPEN ITS INVESTMENT IN THE GULF, WITH A NEW SPARE PARTS DISTRIBUTION CENTRE AMONG THE INITIATIVES PLANNED AS IT TARGETS FURTHER GROWTH ACROSS THE REGION WORDS GARETH VAN ZYL

Pic: Supplied

YD has made the GCC its “number one priority” for international expansion, with the Chinese automotive giant planning further investment in the region as it looks beyond simply selling vehicles. Speaking to Gulf Business, BYD executive vice-president Stella Li said the company sees significant opportunities across electric vehicles, autonomous driving, robotics and energy storage in Gulf markets. “The GCC is my number one priority now,” Li said. “It is a very good opportunity for BYD to share the technology we have. It’s not only the car; it’s autonomous driving, robotics and battery storage.” She added that BYD intends to make “more investment in the GCC”, with the company also preparing to use the region for a global launch of one of its upcoming luxury vehicles.

A key part of that expansion will be strengthening BYD’s retail and after-sales infrastructure as competition among Chinese and international electric vehicle manufacturers intensifies in markets including the UAE and Saudi Arabia. “First, we need to build a strong network,” Li said. “Second, we need to build up our spare parts and aftersales service system.” BYD is now developing a regional spare parts distribution centre, which Li said would be located “between Dubai and Abu Dhabi”. The company also plans to increase investment in its brand and bring more models to Gulf markets. The push reflects a wider shift in BYD’s international strategy towards localisation. The group has

already invested in manufacturing operations in markets including Brazil and Hungary, and Li said it increasingly wants to operate as a local player rather than simply an exporter. “In the next several years, we want to spend our energy localising ourselves,” she said. “That means building manufacturing locally and qualifying local vendors. It is time for BYD to move from being a global company to becoming a local company.” Li argued that BYD’s competitive advantage comes from the breadth of its technology and manufacturing capabilities, with the group spanning vehicles, batteries, electronics and renewable energy. Founded as a battery company in the 1990s, BYD has since developed into one of the world’s biggest automotive manufacturers. Li joined the company in 1996 and has played a central role in building its international operations over the past three decades. Artificial intelligence is also becoming increasingly important across BYD’s operations, from more automated manufacturing to autonomous driving and in-car services. Li said the company is working towards vehicles that offer a “seamless AI agent service”, describing AI as part of a broader technology ecosystem rather than a standalone feature. Despite BYD’s rapid growth, she said its underlying philosophy has remained remarkably consistent. “Our dream never changed,” Li said. “From day one, our founder Mr Wang believed in producing electric cars and using engineering and technology to solve problems. We are very focused. We focus on renewable energy, and we keep working towards that dream.”

It’s not only the car; it’s autonomous driving, robotics and battery storage.”

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

WHERE WILL CAPITAL

CREATE VALUE IN THE UAE’S AI INFRASTRUCTURE ECONOMY?

As the UAE builds its AI infrastructure, investors must look beyond the scale of announced projects to the power, technology, customer demand and financial discipline needed to deliver sustainable returns

systems. Facilities that cannot adapt may face costly retrofits or lose customers to newer sites. The investment question is not simply about whether space exists, but whether that space can economically support the compute customers will require.

WORDS ANAS HAJ KASEM

POWER CAN MAKE OR BREAK THE ECONOMICS

may look like a software story. Increasingly, it is an infrastructure investment story. Training and deploying advanced models depend on electricity, cooling, specialist facilities, network capacity and enormous amounts of capital. The International Energy Agency (IEA) estimates that data centres consumed 485 TWh of electricity worldwide in 2025, potentially rising to about 950 TWh by 2030. Yet it also warns that not every project in the development pipeline will materialise. For the UAE, this creates an opportunity and a test. The opportunity is to become a leading hub for AI compute. The test is whether investment can translate announced megawatts into reliable capacity, contracted demand and sustainable financial returns.

Power may be the biggest differentiator. According to its operator, the Barakah Nuclear Plant can generate around 40 TWh a year, roughly a quarter of the UAE’s electricity. That is an advantage, but national generation is not the same as electricity available at a specific site on a specific date. Investors must distinguish national generation capacity from deliverable grid connections, contracted tariffs, redundancy and the timing of energisation. Cooling efficiency, water requirements and flexibility to integrate lower-carbon power matter too. In practice, a megawatt available at the right location and date may be worth more than several megawatts promised later.

FROM NATIONAL AMBITION TO INVESTABLE CAPACITY

Stargate UAE shows the scale of the ambition. Announced as a 1GW AI compute cluster, with an initial 200 MW targeted for 2026, it brings together partners across development, operations, computing and networks. That mix matters: no data centre succeeds on its own. Investors must look beyond headline capacity and ask: What power has been secured? What can actually be delivered? Who will purchase the services, and when will revenues begin to materialise? Each stage has a different risk profile and should be valued accordingly. Seen through this lens, AI infrastructure is an investment value chain, not a single asset class. Power and grid access enable AI-ready facilities; those facilities support compute platforms, which depend on fibre networks to reach enterprise, hyperscale and public-sector customers. Value is realised only as funded assets become live capacity, customer utilisation and predictable cash flow. Khazna offers a practical example of what ‘AI-ready’ means. Its planned 100 MW QAJ01 facility in Ajman received Uptime Institute Tier III design-document certification in February 2026, with liquid cooling and modular 5 MW data halls. This confirms the design, but does not indicate that the facility is operational. AI chips require denser racks and different cooling 18

Pic: Supplied | Getty Images

AI-READY MEANS MORE THAN RACK SPACE

DIFFERENT ASSETS, DIFFERENT RETURNS

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

The financing must also reflect what is being built. Grids, fibre networks and data centre facilities are long-lived assets; with strong leases, facilities can produce relatively predictable income. GPUs are different: they age quickly and returns depend on utilisation and changing service prices. Putting everything under one ‘AI infrastructure’ label can conceal those differences.

FEATURE

The writer is the Director of ICT Growth Advisory, Frost & Sullivan

Investment committees need separate assumptions for asset life, financing tenor, customer concentration and residual value. The capital stack should follow the risk profile, not the AI label.

BUILD FOR CUSTOMERS, NOT FORECASTS

Demand is the other half of the equation. Strong projects start with credible anchor customers, firm capacity commitments and phased construction, not forecasts alone. Nonetheless, the quality of a contract matters: counterparty strength, termination rights, indexation, power-cost pass-through and hardware responsibilities can fundamentally alter the risk-adjusted return. A project with less announced capacity but a shorter route to power and enforceable customer commitments may be more investable than a much larger campus without them. The UAE’s international partnerships offer a platform for demand formation; however, the

redesign was confirmed, G42 maintained that development was progressing as planned. For investors, the implications extend beyond security: greater resilience may increase capital requirements and affect development timelines, while reducing exposure to operational disruptions. These considerations should form part of the investment case from the outset, rather than being treated as additional engineering costs.

commercial case must still be tested project by project.

RESILIENCE PROTECTS REVENUE

Resilience is becoming an important investment consideration. In September 2026, Reuters reported that the UAE was reconsidering the configuration of its planned 5 GW AI campus following attacks on regional technology infrastructure. Proposals included distributing facilities across multiple locations and strengthening physical protection, backup power and cooling systems. While no final

THE NEXT INVESTMENT CYCLE WILL REWARD CAPITAL DISCIPLINE

For the UAE, the next phase is therefore less about winning a race to announce the largest campus and more about assembling an investable infrastructure ecosystem. Capital should flow to projects that can prove power readiness, AI-appropriate technical design, reliable connectivity, contracted demand and disciplined financing. The long-term winners will be those converting these ingredients into dependable, competitively priced computing services. In the AI economy, megawatts measure ambition; risk-adjusted cash flow measures value.

THE BARAKAH NUCLEAR PLANT CAN GENERATE AROUND 40 TWH A YEAR, ROUGHLY A QUARTER OF THE UAE’S ELECTRICITY g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

WHY COMPETE

WITH AN INDUSTRY WHEN YOU CAN SUPPLY IT?

INSIDE SASHIN GOVENDER’S CREDIBILITYX STRATEGY While most entrepreneurs focus on winning customers from competitors, Sashin Govender built CredibilityX around a different proposition: become the company that competitors themselves depend on WORDS NEESHA SALIAN

ost entrepreneurs entering a crowded market ask a familiar question: how can I win customers from the companies already operating here? They study competitors, refine their pitch, hire salespeople and spend money persuading buyers to switch. Sometimes the more interesting business is the one supplying the competitors themselves. That question sits at the centre of CredibilityX, the media distribution and reputation company founded by entrepreneur Sashin Govender in 2015. Rather than spending the next decade building a conventional agency that competes solely for corporate accounts, Govender developed a model built around publication relationships, wholesale media arrangements and a network of agencies that could buy through his company. CredibilityX's ecosystem now includes more than 1,700 publication partners and over 2,500 agencies, with commercial reach extending across more than 100 countries.

THE APPRENTICESHIP NOBODY PLANNED

His first encounter with the economics of visibility came long before he understood them as economics. In 2012, at 18, Govender began building a public profile through entrepreneurship, speaking and interviews. “I didn’t start with a plan to build a global media company,” Govender says. “I started by putting myself in rooms where I could learn, speaking wherever I had an opportunity and building relationships. The business came later, when I realised other founders were asking how they could do something similar. But once I entered the industry, I started questioning the model everybody was using.” Govender’s answer was to approach publications directly and negotiate commercial media arrangements at scale, including upfront wholesale inventory commitments. Rather than waiting for a client brief before looking for a supplier, CredibilityX sought to establish supply relationships that agencies could 20

Pic: Supplied

THE WHOLESALE WAGER

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

use repeatedly. Aggregating demand could support better commercial terms, while standardised processes could make quoting, content coordination and delivery more predictable. Publisher editorial standards and final approvals would still matter; wholesale access was not ownership of independent editorial decisions. “Most people look at competitors and ask how to take their customers,” Govender says. “I looked at agencies and asked what they all needed to deliver for their customers. If you can solve that problem well enough, the relationship changes. You’re no longer fighting everybody for the same deal. You’re helping other businesses complete theirs.” This is not a frictionless model, nor a guaranteed shortcut to scale. Upfront inventory can tie up cash before customer demand materialises. A large network can create operational complexity rather than efficiency if publication requirements, turnaround times and client expectations are poorly managed. And a supplier serving multiple agencies must be especially disciplined about confidentiality, service consistency and the boundary between commercial arrangements and editorial independence.

FEATURE

THE FOUNDER’S ADVANTAGE AND ITS LIMITS

There is an irony in the CredibilityX story. Govender built his early career by developing a personal brand, yet the business model he ultimately chose depends on creating value beyond his own personality. “Working harder can help you build something in the beginning, but it won’t solve every problem as the company grows,” he says. “At some point you have to stop asking how much more you personally can do and start asking what the business can deliver without your involvement. If every client, supplier and employee needs the founder for every decision, that isn’t freedom and it isn’t a scalable model.”

A MIDDLE EAST PLATFORM WITH GLOBAL AMBITIONS

For Govender, the Middle East represents an important base from which to participate in international business, but CredibilityX’s ambitions are not confined to a single geography. For founders studying CredibilityX, that may be the most transferable idea of all. Before deciding how to beat the companies already in your industry, ask what they all need, what frustrates them and what they would gladly stop doing themselves. The next significant opportunity may not be across the table from your competitors. It may be in becoming the business they choose to call.

AT SOME POINT you have to stop asking how much more you personally can do and start asking what the business can deliver without your involvement.” WHAT A NETWORK ACTUALLY SELLS

The most obvious thing CredibilityX sells is access to media opportunities. The less obvious product is reduced friction. An agency entering a new geography may not know which publications are relevant, how to coordinate

production across markets or which commercial arrangements are viable for a particular brief. In a network business, each additional partner is not automatically an advantage. What matters is whether the network becomes more useful as it grows.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

THE MOST OBVIOUS THING CREDIBILITYX SELLS IS ACCESS TO MEDIA OPPORTUNITIES 21

C O V E R S T O R Y

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

B E YO N D

LONGEVITY BRANDON DAWSON’S MISSION TO TRANSFORM PRECISION HEALTH FROM ABU DHABI TO INTERNATIONAL HEALTHCARE MARKETS, THE ENTREPRENEUR BEHIND 10X HEALTH IS BUILDING AN AMBITIOUS PRECISION-HEALTH ECOSYSTEM THAT CONNECTS BIOLOGICAL INTELLIGENCE, NUTRITIONAL TECHNOLOGY AND CLINICAL EXPERTISE, WHILE CHALLENGING AN INDUSTRY INCREASINGLY EAGER TO PROMISE LONGEVITY WO R D S N E E S H A SA L I A N

Pic: Supplied

odern medicine can reveal extraordinary details about the human body, yet the experience of managing personal health remains surprisingly disconnected. Genetic testing may take place through one provider, blood analysis through another and nutritional advice through a third, leaving individuals with information that is difficult to interpret together. For Brandon Dawson, the problem is not a shortage of health information so much as the absence of an effective system for turning it into informed, individual

decisions. The entrepreneur behind 10X Health believes the next chapter of healthcare will require a form of integration, connecting scientific research, biological assessment, advanced nutritional delivery and qualified medical professionals within an infrastructure capable of operating across borders. Through 10XREVIV and the emerging MYiOX Health ecosystem, he is pursuing that vision with a particular emphasis on Abu Dhabi, where relationships with healthcare institutions, researchers and technology specialists are becoming central to his plans.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

FROM HEALTHCARE ENTREPRENEUR TO PLATFORM BUILDER

Dawson’s experience in healthcare stretches back more than three decades, across hearing services, ear, nose and throat care, allergy treatment and other specialist practice environments. In 1997, he opened a private balance centre in Calgary, Canada, gaining an early appreciation of how difficult it can be to introduce specialised services into systems that were not designed to support them. He subsequently developed businesses that brought independent healthcare professionals together through shared operating structures, an approach that shaped his understanding of how innovation can become more accessible without requiring every practitioner to build the same capabilities independently. After taking majority control of Sonus in 1996, Dawson gained experience with the demands of public-market ownership, financing and expansion. He later applied those lessons at Audigy, where the business model combined centralised expertise with participation by independent hearing healthcare owners. Audigy was sold in 2016 for $151m, and Dawson says the transaction distributed more than $40m to participating business owners and approximately $20m to 192 employees. The numbers matter to him not merely as evidence of commercial success, but because they illustrate a recurring philosophy: an enterprise can create more durable value when the people using its infrastructure also benefit from its growth. His business relationships have developed alongside that philosophy. 24

Supplied

There is a personal conviction behind the strategy, and it begins with Dawson’s unease about the language of longevity itself. He believes the term is increasingly being used to market individual products and services as though a longer life could be guaranteed at the point of purchase, despite the fact that the ultimate outcome can only be judged years later. “Longevity will only be known after the fact of living a longer and more fulfilling life,” he says, arguing that interventions adopted in pursuit of an uncertain future benefit deserve the same scrutiny as any other decision affecting human health. His concern is that people with particular predispositions could potentially accelerate health problems through poorly suited interventions, even when the marketing surrounding those products suggests the opposite. Dawson is particularly critical of those who market longevity as a certainty, describing some of its most extravagant advocates as “false prophets”. He believes consumers deserve a clearer understanding of the potential benefits, limitations and risks associated with products and interventions marketed as solutions for longevity, particularly when individual biological differences may influence their long-term effects. “It’s always going to be a consumer choice,” he says, “but at least giving people the information to make an informed decision should be a target.”

Natalie Dawson, Grant Cardone and Elena Cardone have been important figures in ventures associated with his broader entrepreneurial career, including the business-growth platform Cardone Ventures. In healthcare, Cardone Ventures' joint-venture partnership REVIV Global, founded by Sarah Lomas, has taken on particular significance. Their collaboration brings together Dawson’s experience in scaling organisations and Lomas’s knowledge of international nutritional therapy operations, forming the basis of 10XREVIV and its developing relationship with MYiOX Health. As 10X Health expanded, Dawson encountered the same fragmentation that had complicated earlier healthcare businesses. Laboratories, providers and service organisations frequently operated through separate systems, while rules governing telemedicine, testing and medical interventions varied by jurisdiction. He says the company has served more than 150,000 customers and has sold more than 180,000 genetic tests, demonstrating consumer appetite for more individualised health information. Yet commercial demand also exposed a larger question: what happens after a person receives that information, and who helps translate it into appropriate, continuing care? The answer, in Dawson’s view, could not be another isolated report or supplement subscription. Genetic information can identify inherited characteristics, but it cannot by itself describe a person’s present nutritional status, metabolic condition or response to treatment. Blood biomarkers, medical history, lifestyle and other measurements add context, although interpreting their significance requires sound evidence and professional judgement. MYiOX is being developed around the possibility of connecting those elements, so that information gathered at different points in a person’s life can contribute to a more coherent understanding rather than remain scattered across unrelated services.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

C O V E R S T O R Y

The company has served more than 150,000 customers and has sold more than 180,000 GENETIC TESTS, demonstrating consumer appetite for more individualised health information.” ABU DHABI AS A STRATEGIC FOUNDATION

Dawson was encouraged by financier and medical-research philanthropist Michael Milken to examine the capabilities emerging around organisations such as Mubadala, M42 and G42, where investment in healthcare, genomics, artificial intelligence and advanced technology has created opportunities for cross-disciplinary collaboration. Sarah Lomas provided another important connection. Having spent 28 years in Abu Dhabi, she brought longstanding familiarity with the region’s professional relationships and business environment, complementing her experience building REVIV Global’s international operations. Dawson credits that combination of local understanding and healthcare experience with helping shape 10XREVIV’s approach to the Gulf, where establishing credibility with institutions is essential to any ambition involving clinical services, scientific research or sensitive personal information. The decision to commence 10XREVIV's operations in Masdar City is particularly revealing. Located in Abu Dhabi, Masdar City is a planned innovation and sustainability-focused urban development and business ecosystem designed to attract technology companies, researchers, entrepreneurs and specialist talent. His ambitions there extend beyond precision nutrition. Dawson says the 10X Health and Cardone Ventures platforms are advancing a wide range of artificial-intelligence tools, from supporting internal business operations and the delivery of services to interpreting health information. Some are intended to help companies organise and improve day-to-day operations; others are being developed to support the interpretation and practical use of health information. That thinking informs his proposal for an AI innovation hub involving Cardone Ventures, healthcare businesses, technology partners and regional talent. He envisions a setting in which artificial intelligence can be applied to practical problems in healthcare, life sciences and the management of small and medium-sized enterprises, while creating opportunities for collaboration with universities and research institutions. The regional strategy is equally important. Abu Dhabi provides a starting point, but Dawson sees potential for carefully structured expansion across the UAE and eventually into Saudi Arabia, Qatar, Kuwait, Bahrain and Oman, with international markets beyond the GCC forming part of the longer-term picture. Such expansion cannot depend on a single operating template, because healthcare regulation, professional licensing, data protection and population needs differ between countries. MYiOX is consequently being designed with a common technological foundation that could support locally appropriate governance and clinical practices rather than override them.

BUILDING WITH ESTABLISHED MEDICAL INSTITUTIONS

The value of Abu Dhabi’s ecosystem becomes more tangible through 10XREVIV’s relationship with M42, the UAE healthcare technology organisation involved in clinical services, genomics and advanced research. Dawson views M42 as the type of institution capable of helping emerging precision-health concepts move beyond commercial presentation into structured scientific investigation. The connection also reflects his belief that technology alone cannot establish medical credibility, particularly when proposed interventions affect patients receiving treatment for significant health conditions. One area of collaboration involves IROS, M42’s contract research organisation, and an announced study examining the 10XREVIV Precision Nutrition System for people using GLP-1 medications as part of weight management. The study is intended to compare the system alongside standard care with standard care alone, investigating whether individualised nutritional support can produce measurable benefits. GLP-1 treatment may be accompanied by reduced food intake and gastrointestinal symptoms, making appropriate nutrition an important clinical consideration, but the study’s findings have yet to establish whether this particular approach improves outcomes. Dawson regards that uncertainty as a reason to undertake research, not a reason to claim success in advance. The company is also exploring how its technologies could fit into established medical settings through a non-binding memorandum of understanding with American Hospital Dubai. Dawson personally toured the hospital and says he was impressed not only by its facilities and medical technology, but by the professionalism of its leadership, clinical teams and approach to patient care. The memorandum provides a framework for exploring areas including precision nutrition, longevity and healthy ageing, supportive oncology, clinician education and research, with possible involvement in the hospital’s Centre of Excellence in longevity and healthy ageing. Any clinical programmes emerging from those discussions would be shaped by the hospital’s governance processes and applicable UAE regulatory requirements.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

C O V E R S T O R Y

ENGINEERING NUTRITION AROUND THE INDIVIDUAL

For decades, the nutrition industry has largely relied on standardised formulations developed for broad populations, an approach that remains appropriate for many established nutritional needs. Dawson believes the next stage is to make greater use of individual information where the evidence supports it, recognising that genetics, blood biomarkers, medical history, dietary habits and environmental exposures can influence how nutritional requirements are assessed. MYiOX Health describes that progression through three categories: generic, personalised and precision nutrition, each adding a different level of information and potential complexity. Generic nutrition uses established science to formulate products for common needs, while personalised nutrition incorporates information such as reported symptoms, diet, lifestyle and individual goals. Precision nutrition goes further by considering objective biological data, including relevant genetic and blood results, to inform recommendations and potentially the composition of nutritional interventions. The value of each additional layer depends on whether the information changes a recommendation in a clinically meaningful way, making scientific interpretation as important as the technology collecting the data. MYiOX intends to connect these layers through its developing life-science intelligence platform and a measure the company calls the BEAM Score, designed to help translate biological information into nutritional and lifestyle guidance. The ambition is not simply to deliver a more detailed report to consumers. It is to build an ecosystem in which insights can inform suitable nutritional products, professional services and continuing reassessment, with clinical judgement determining how the information should be used. The delivery strategy encompasses conventional oral supplements, microbead formulations and, where clinically appropriate, medically supervised intravenous or intramuscular nutritional interventions through the developing MYiOX Pro partnerclinic network. REVIV Global brings an international operating history to that effort. According to company figures, it has invested more than 13 years in research and development and

delivered over three million therapies through a network of more than 100 clinics in over 40 countries. The experience gives 10XREVIV a practical foundation for exploring how precision nutrition could be delivered through established clinical settings as well as through oral products. A central element of that strategy is microbead technology, a plant-fibre-based delivery system designed to give formulators greater control over how different nutritional ingredients are released. The microtransporters are intended to accommodate combinations of nutrients with different release characteristics, creating possibilities for more tailored oral formulations. For Dawson, the attraction lies in connecting the intelligence gathered through biological assessment with the physical delivery of nutrition, rather than treating diagnostics and supplementation as separate businesses. The extent to which particular formulations improve absorption or health outcomes will depend on the evidence established for those applications. The technology also creates a potential bridge between individual precision and manufacturing scale. Standardised microbead products could be produced for broad populations, while more tailored combinations could incorporate lifestyle information or, at a higher level, relevant biological testing. Using a shared manufacturing platform across these categories could eventually improve production efficiency and affordability, an important consideration if the company intends to reach beyond the premium wellness market. The opportunity is therefore not simply to create more elaborate supplements, but to explore whether sophisticated delivery methods can be adapted for different needs and price points. Dawson sees possible applications in institutional nutrition and, subject to suitable validation, programmes serving populations with specific micronutrient deficiencies. Taking the technology into public-health settings would require rigorous assessment, appropriate regulatory oversight and collaboration with the institutions responsible for population nutrition. Even at this early stage, the direction is revealing: Dawson wants the benefits of more sophisticated nutritional delivery to reach beyond affluent consumers and specialist clinics. WHY EVIDENCE MATTERS MORE THAN THE PROMISE OF LONGEVITY

Supplied

Information does not eliminate uncertainty, and a genetic predisposition is not a diagnosis or a prediction of inevitable disease. 26

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

BRANDON DAWSON

ON LEADERSHIP “YOU REALISE that leadership isn't about having all the answers. It’s about creating an environment where talented people can work together, understand the strategy, execute effectively, and hold one another accountable.” “I DIDN’T NEED to replace the entrepreneur. I needed to provide the systems that allowed the entrepreneur to become more successful.” “IF A SYSTEM only benefits the people at the top, it’s difficult to sustain over the long term.” “IF SOMETHING doesn’t work, we should be willing to change course.”

Equally, a biomarker that changes after an intervention does not automatically prove that a person will live longer or experience better health decades later. Dawson’s challenge is to develop a business that can make meaningful recommendations without allowing the promise of personalisation to become another form of exaggerated certainty. The GLP-1 research announced with IROS is an early test of that discipline. The company is interested in whether precision nutrition can support people undergoing weightmanagement treatment, while broader possibilities involving microbead formulations and clinician-directed IV nutrition remain subjects for investigation rather than established components of the study protocol. Dawson has said he wants findings to be reported even when they do not confirm the original hypothesis, an approach that would allow unsuccessful outcomes to inform future development instead of being concealed behind commercial messaging. That distinction is central to the way Dawson intends to position the MYiOX Health ecosystem. Rather than presenting every intervention as equally established, the platform is being developed around three categories: biohacking, evidence-informed solutions and approaches supported by clinical evidence. Biohacking will provide access to emerging wellness practices and innovations that consumers may wish to explore, while evidence-informed solutions will draw on available scientific research without necessarily having undergone definitive clinical validation for every proposed application. Offerings in this third category, by contrast, will be supported by clinical evidence appropriate to the specific claims being made. Dawson believes this structure can give consumers greater freedom to explore different approaches to their health while maintaining a clear distinction between emerging possibilities and interventions supported by established scientific findings. Professional education is another part of the response. The MYiOX Precision Nutrition Training Academy is being developed to help practitioners understand relevant genetics, biomarkers, nutritional science and the limits of emerging evidence, while MYiOX Pro is intended to provide tools for qualified professionals and healthcare organisations.

Dawson says the concept attracted interest from universities, medical professionals and independent providers during the Abu Dhabi Future Health Summit in October 2026, a response that he views as an encouraging early indication of demand for professional education and practical clinical tools. FROM INDIVIDUAL INSIGHT TO WIDER ACCESS

MYiOX, short for My Individual Operating Multiplier, is intended to become the unifying technology and brand infrastructure behind this approach. Its proposed platform would connect genetics, blood biomarkers, lifestyle information, wearable data and professional guidance, creating the possibility of a more continuous relationship between an individual and their health information. Instead of receiving a single report that quickly becomes outdated, users could potentially update relevant data and revisit recommendations as circumstances or scientific understanding change. Dawson envisages different levels of access, beginning with general lifestyle and wellness guidance through a smartphone at little or no cost. Individuals seeking more detailed personalisation could incorporate existing tests or undertake additional assessment, while those requiring advanced diagnostics or treatment would work with qualified professionals. The model is still being developed, with a consumer rollout planned for early 2027, but its structure reflects a deliberate attempt to separate the accessibility of useful information from the cost of complex clinical services. It is also a business model shaped by the realities of international healthcare. The company must navigate privacy, consent, data sovereignty and medical regulation across different jurisdictions, while distinguishing scientifically established interventions from approaches that remain under investigation. MYiOX’s ambition is to provide common infrastructure without treating every country, healthcare system or patient as interchangeable, a challenge that will become more demanding as the network expands. Over the next five years, Dawson hopes the ecosystem can reach millions of people, supported by practitioners, institutions and international collaborators. Yet he acknowledges that scale will mean little unless it is accompanied by evidence of meaningful benefit, responsible delivery and sustained trust. The larger measure of success is not how many genetic tests are sold, how many clinics participate or how many markets carry the brand, but whether the information and services ultimately help people make better decisions about their health. For more information, visit MYiOXhealth.com

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

DATE: December 10, 2026 VENUE: The Plaza, JLT, Uptown Dubai

SHORTLIST ANNOUNCED VIEW HERE

MEET THE JUDGES

WWW.AOYAWARDSME.COM Table bookings and sponsorship opportunities: nadeem@motivate.ae | tarun.gangwani@motivate.ae PARTNERS

STRATEGIC PARTNERS

BROUGHT TO YOU BY

TOP 100 INDIANS 2026 THE LEADERS SHAPING THE UAE AND GULF FROM BUILDING BUSINESS EMPIRES TO TRANSFORMING INDUSTRIES, INDIAN ENTREPRENEURS AND EXECUTIVES HAVE PLAYED A DEFINING ROLE IN THE GULF’S ECONOMIC SUCCESS STORY. WE PROFILE 100 PROMINENT INDIAN BUSINESS LEADERS ACROSS THE UAE AND WIDER GCC, RECOGNISING THEIR CONTRIBUTIONS TO THE REGION’S GROWTH.

Getty Images

Disclaimer: This list was independently curated by the Gulf Business editorial team and is presented in alphabetical order

A|A

TOP INDIANS 2026

AAYUSH PURI CEO of ANAROCK Residential, Middle East, and ANAROCK Channel Partners (ACP), India

ayush Puri is a real estate and technology leader building businesses across India and the Middle East. He serves as CEO of ANAROCK Residential, Middle East, and ANAROCK Channel Partners (ACP), India, holding leadership roles across regional residential real estate and technologyenabled property distribution. His entrepreneurial journey includes founding ANACITY Middle East approximately five years ago. The platform focuses on residential and commercial community management and has expanded across multiple Middle Eastern markets. Under his leadership, ANACITY has

grown to serve over 1 million users and manage more than 600 buildings in the UAE, using technology to support property and community operations. In India, Puri leads ACP, a technology-led real estate broker platform connecting more than 12,000 channel partners. By building a digital ecosystem around India’s traditionally fragmented brokerage market, ACP aims to improve efficiency, transparency and access to opportunities for industry participants. The platform is now preparing to expand into the Middle East, extending its potential reach beyond India. Alongside these responsibilities, Puri is spearheading ANAROCK’s regional residential expansion, strengthening relationships with developers, investors and high-net-worth individuals. His mandate includes integrating technology, data and AI into traditional real estate advisory services, with the ambition of building a scalable business that connects markets and improves how properties are marketed, transacted and managed. Puri’s academic background combines an undergraduate education in Statistical and Quantitative Economics with a postgraduate degree in Real Estate Finance and Development from Harvard University. He is currently pursuing an Executive MBA at London Business School. His work spans entrepreneurship, technology and real estate investment, with a focus on developing businesses that address industry needs while creating opportunities for partners across markets. Through ANACITY, ACP and his regional leadership role, Puri is working across both community management and residential distribution – two areas of a traditionally relationship-driven industry where technology can change how services are delivered.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Abhay Bhargava Managing director and regional leader – Middle East & Africa, Frost & Sullivan Abhay Bhargava advises governments, multinational corporations and regional businesses on growth and investment strategy. With more than 25 years of experience, his work spans energy, sustainability, manufacturing and industrial transformation. He focuses on localisation, investment promotion and digitalisation, and regularly contributes to regional industry forums, including ADIPEC, while supporting organisations navigating economic diversification and emerging market opportunities.

Adel Sajan Managing director, Danube Group Adel Sajan represents the second generation of leadership at Danube Group, the Dubai-based business founded by his father, Rizwan Sajan. He became involved in the family business as a teenager and has played a central role in its retail expansion since 2009. His work includes developing Danube Home, formerly Danube Buildmart, and expanding its e-commerce operations. His responsibilities also extend to other group businesses, including Danube Properties and Danube Sports World. A marketing graduate of the American University of Sharjah, Sajan has appeared as an investor on Shark Tank Dubai.

Adnan Chilwan Group CEO, Dubai Islamic Bank Adnan Chilwan has been group CEO of Dubai Islamic Bank since 2013, with nearly three decades of experience across conventional and Islamic banking. The UAE’s largest Islamic bank reported total assets of Dhs423bn at the end of June 2026. Its group CEO biography lists a workforce of more than 12,000 employees. Chilwan has overseen the bank’s international expansion and chairs DIB Bank Kenya. In June 2026, DIB priced a $1bn Additional Tier 1 sukuk that attracted an orderbook exceeding $2.3bn.

Alisha Moopen Managing director and group CEO, Aster DM Healthcare Alisha Moopen leads Aster DM Healthcare’s GCC business, overseeing its strategy and regional expansion across hospitals, clinics and pharmacies. She joined Aster as a director in 2013 and held senior leadership positions. Aster’s India and GCC businesses became separate entities in 2024. Nine hospitals across the GCC network, including Aster and Medcare facilities, featured in Newsweek’s Best Specialised Hospitals Middle East 2026 rankings. A chartered accountant and University of Michigan alumna, Moopen has supported initiatives focused on women’s leadership, healthcare and wellbeing.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

A|A

TOP INDIANS 2026

Amit Jain Member of corporate office, Emaar Properties Amit Jain joined Emaar Properties in 2006 and held senior positions including group chief financial officer, group chief operating officer and CEO of its Dubai operations. He assumed the group CEO’s responsibilities in April 2016 following Abdullah Lahej’s departure and was formally appointed group CEO in June 2017. The Dubai Financial Market lists him as group chief executive officer. Jain’s professional background spans real estate, banking and management consulting. He is a chartered accountant with the Institute of Chartered Accountants of India and a CFA charterholder.

Anand Nair Founder, Macwise Capital Anand Nair is a Dubai-based entrepreneur and investor who founded Macwise Capital. His work spans venture investment, capital advisory and support for businesses in sectors including healthtech, wellness, fintech, AI and sports. He also co-founded Vervé Wellness, a longevity and homehealthcare platform, and leads The Experience Store, a wellness travel and experiences business. His sports interests include founding the Macwise Titans cricket team. Before moving into investment and entrepreneurship, Nair held banking roles at ICICI Bank, Barclays and HSBC in India.

Anurag Chaturvedi CEO and managing partner, Andersen UAE Anurag Chaturvedi leads Andersen in the UAE, a member firm of Andersen Global providing tax, regulatory compliance and transaction advisory services. He has more than 20 years of experience advising public- and private-sector clients across the Middle East and Asia. His work covers direct and indirect taxation, international tax matters and compliance requirements, including VAT, GST, FATCA and SOX. A chartered accountant and associate member of CPA Australia, Chaturvedi has held leadership positions at the Dubai chapter of the Institute of Chartered Accountants of India.

Ashish Koshy CEO, Inception42 Ashish Koshy leads Inception42, G42’s sovereign agentic AI company, which develops AI products and enterprise applications. Before joining Inception, he served as group chief operating officer of M42 and founding CEO of G42 Healthcare. His career spans healthcare, telecommunications and technology, with more than 25 years of leadership experience. In October 2026, Inception42 launched Insight, a decision-intelligence platform for boards and executive teams. Koshy holds an MSc in Computer Networks from Middlesex University and an MBA from Alliance Manchester Business School.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

DR. (CA) ANKUR AGGARWAL Chairman and Founder, BNW Developments

r. Aggarwal is a Chartered Accountant, who has brought a finance-led perspective to the UAE’s real estate sector. As Chairman and Founder of BNW Developments, he combines financial discipline with an entrepreneur’s conviction in emerging opportunities. Under his leadership, BNW has grown into a property business with Dhs32bn in Gross Development Value, with a particular focus on Ras Al Khaimah. His career began in taxation, audit and corporate finance, building the analytical foundation that continues to inform his approach to development. With more than 17 years of professional experience, Dr. Aggarwal evaluates growth through financial viability, governance and long-term value creation. At BNW, this translates into a business where location, product, partnerships and execution are considered together. Ras Al Khaimah is central to that strategy. Dr. Aggarwal has directed BNW’s expansion across Al Marjan Island, RAK Central and other

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

OF INFLUENCE

emerging corridors, recognising the emirate’s potential as an international destination for waterfront living, hospitality and investment. The company’s growing presence reflects his conviction that developers have a role in shaping destinations as well as delivering individual buildings. That ambition also extends to BNW’s international presence. Dr. Aggarwal is instrumental in the company’s recent expansion into international markets, bringing BNW closer to discerning global investors and broker networks, and creating a direct connection between the market and the company’s UAE portfolio. A defining feature of BNW’s portfolio is its approach to branded residences. Collaborations with Taj, Radisson Blu, Wyndham, Tonino Lamborghini and FashionTV bring distinct hospitality, design and lifestyle identities into its developments. Projects including Taj Wellington Mews, Ramada Residences by Wyndham and Tonino Lamborghini Residences demonstrate the breadth of this strategy. Each collaboration supports BNW’s ambition to create homes with a recognisable character and a considered living experience, expressed through its brand philosophy, ‘Curators of Fine Living’. Within the organisation, his professional roots remain evident. More than 40 Chartered Accountants contribute across finance, compliance, governance and strategic decision-making. He also maintains an active connection with the Institute of Chartered Accountants of India, addressing its international chapters and sharing his entrepreneurial experience with the wider fraternity. Dr. Aggarwal’s journey reflects the contribution of Indian entrepreneurship to the UAE’s economic development. Through BNW, he is building an enterprise that connects international brands, global investors and local opportunity, with Ras Al Khaimah at the heart of its next phase of growth.

A|A

TOP INDIANS 2026

Ashish Mehta Founder and managing partner, Ashish Mehta & Associates Ashish Mehta founded Ashish Mehta & Associates, a Dubai-based legal practice serving clients across the UAE, India and the UK. His clients include multinational businesses, regional companies and high-net-worth individuals. Qualified in India in 1992 and the UK in 2000, he has more than three decades of legal experience. His practice spans corporate and commercial matters, banking and finance, real estate, restructuring, arbitration and intellectual property. The firm has also provided pro bono legal assistance to Indian nationals in distress through the Consulate General of India in Dubai.

Ashish Vijay Chairman and founder, House of Ashish Vijay Ashish Vijay founded the House of Ashish Vijay, a Dubai-based group whose businesses include Meraki Gems & Jewellery, Tiara Gems and AV Globale. His work spans sourcing precious stones, jewellery and gemstone auctions. AV Globale has organised auctions and tenders at the Dubai Diamond Exchange. Building on his family’s gemstone business, Vijay has also expanded into investment and entrepreneurship. His company biography identifies him as a director of the International Colored Gemstone Association’s Dubai chapter. In 2016, he founded Seiko Financial Services to support emerging businesses.

Avi Bhojani CEO, BPG Group Avi Bhojani has led BPG Group since 1991, overseeing a marketing and communications network spanning advertising, public relations, design, activations, media asset management and digital services across the MENA region. His career of more than 40 years includes work in marketing services, media, education, direct real estate investments and government. He has overseen integrated communications campaigns for initiatives, such as the Dubai Shopping Festival, Dubai Summer Surprises, Dubai Internet City and Dubai Media City. Bhojani has also served on the founding board of Endeavor UAE.

Avinash Babur Founder and CEO, InsuranceMarket.ae Avinash Babur founded InsuranceMarket.ae in 2010, building on his family’s insurance brokerage background. The platform helps UAE consumers compare and purchase insurance, with an emphasis on simplifying the process and improving customer service. Babur developed the company’s Alfred mascot, which features prominently in its advertising, and oversaw the introduction of myAlfred, a digital rewards platform offering benefits beyond insurance purchases. His approach combines technology, customer engagement and personalisation.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

ATIF RAHMAN Founder and chairman of ORO24 Developments

tif Rahman, founder and chairman of ORO24 Developments, stands among the most influential Indian business leaders shaping the urban and economic landscape of the GCC. With a career spanning over two decades, he has built an outstanding reputation across the region as a visionary developer, financial engineer and pioneer of sustainable urbanisation. Having successfully navigated three full market cycles, Rahman is celebrated for combining financial discipline, corporate governance and hyper-modern technology to deliver high-yield real estate ecosystems. A scion of a distinguished lineage of civil engineers, Atif carried his ancestral heritage of architectural ambition and ground-level precision to Dubai. Having built his real estate career in Dubai as a founding member of Advance Construction Works, followed by laying the foundation of Danube Properties in 2014, and ultimately establishing ORO24 Developments in 2021, Rahman has leveraged over two decades of hands-on leadership across three successive property ventures to pioneer forward-integrated, tech-driven and governance-led community developments. He has spearheaded 32 landmark developments. His career portfolio highlights the successful planning, construction and delivery of more than 11,750 residential, commercial, retail and serviced apartment units, spanning over 16.5 million square feet of built-up area and generating in excess of Dhs11.5bn in total sales. Widely recognised as a market disruptor, Rahman pioneered modular financial strategies that democratised property ownership across the Gulf, most notably introducing innovative payment solutions such as the 1 per cent payment plan to enhance housing accessibility and support

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

OF INFLUENCE

end-user ownership. His philosophy centres on delivering “affordable luxury” fusing resort-style lifestyle amenities and superior build quality with accessible financial frameworks. Under his stewardship, ORO24 has evolved into a fully forward-integrated corporate powerhouse. Operating from its corporate headquarters on Sheikh Zayed Road, recently expanding via HQE (ORO24 Headquarters Expansion) to support its scaling operations, the company seamlessly connects four core operating arms: ORO24 Developments, ORO24 Facilities Management, ORO24 Investments, and REYLD, the specialised real estate services wing. This end-to-end framework is further powered by an emerging, proprietary Property Management Platform designed to optimise long-term asset yield and resident experiences. By embedding artificial intelligence, building information modelling (BIM), and structured corporate governance into daily operations, Atif maintains an operational equilibrium that aligns capital with execution capacity. Coupled with his deep commitment to social impact through ORO Cares and landmark endowments, Atif Rahman continues to exemplify the transformative legacy of Indian leadership across the GCC.

A SCION OF A DISTINGUISHED LINEAGE OF CIVIL ENGINEERS, ATIF CARRIED HIS ANCESTRAL HERITAGE OF ARCHITECTURAL AMBITION AND GROUND-LEVEL PRECISION TO DUBAI.

A|D

TOP INDIANS 2026

Dr Azad Moopen Founder and chairman, Aster DM Healthcare Dr Azad Moopen founded Aster DM Healthcare in Dubai in 1987, starting with a single clinic before building a network of hospitals, clinics and pharmacies across the GCC. As founder chairman, he continues to guide the group’s expansion, including plans for two new multispecialty hospitals in Dubai backed by Dhs265m in financing secured in 2025. A physician by training, he also supports healthcare access, education and community initiatives through Aster’s charitable programmes in underserved communities.

B Ravi Pillai Founder and chairman, RP Group B Ravi Pillai was born in Chavara, Kollam, in Kerala, and graduated in commerce from the University of Cochin. After an early contracting business closed, he moved to Saudi Arabia in 1978 and built the contracting operations that became central to RP Group. The group expanded through industrial projects, including petrochemical contracts in Al Jubail, and subsequently diversified into sectors such as hospitality, healthcare, retail, education, information technology and real estate. It operates across multiple countries, with construction and industrial contracting remaining key to the group.

Bally Singh Founder and chairman, Hoko Agency Bally Singh leads Hoko Agency, a creative and marketing business producing international events, brand campaigns and activations. Its work spans entertainment, technology, finance and sports, with clients including global consumer and corporate brands. Singh also co-founded Hum(AI)n Assets, a content-production platform combining AI tools with human creative oversight. In June 2025, the platform announced a partnership with the Sport Impact Summit. His broader business interests include luxury hospitality and Formula One experiences through AIOKA.

Bharat Bhatia Chairman and CEO, Conares Bharat Bhatia leads Conares, a UAE steel manufacturer that began as a trading business in 1988. The company produces steel products including rebars, pipes and colour-coated coils. In December 2022, it inaugurated a Dhs150m colour-coated steel plant in Jebel Ali Free Zone, with annual production capacity of 100,000 tonnes. At the time, Conares reported exporting to 26 countries across six continents. The business has expanded from steel trading and re-exporting into manufacturing, supplying products for construction and infrastructure projects.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Bindu Suresh Chettur Founder, Chanakyatse Consultancy and Bindu S. Chettur Law Chambers Bindu Suresh Chettur is an accomplished lawyer, arbitrator, management consultant and philanthropist whose legal career began in 1992. She founded Chanakyatse Consultancy in 2015, operating across the UAE and India, and subsequently established Bindu S. Chettur Law Chambers within the Chanakyatse Group. Her work includes corporate, commercial, employment, family and real estate matters, alongside arbitration, IP, wills and probate.

Birbal Singh Dana Chairman and managing director, Dana Group Birbal Singh Dana trained and practised as a general surgeon before moving into business. He worked at a university hospital in Libya, where he became head of surgery, before establishing Dana Group in Dubai in 1991. The group’s activities include steel processing, oils and lubricants, and manufacturing products such as galvanised and colour-coated coils, sandwich panels, cable trays, water heaters and cooling equipment. It operates trading and manufacturing businesses in the UAE and India.

Deepak Babani Managing director, Satguru Holdings; former vice chairman, Eros Group Deepak Babani joined Eros Group as a marketing manager in 1981, later becoming CEO in 2002 and subsequently vice chairman. Over four decades, he expanded its consumer electronics distribution and retail operations, working with brands such as Samsung, Hitachi, TCL and Sonos. His tenure included the expansion of Eros Digital Home stores and the addition of Huawei’s IdeaHub collaboration products to the company’s portfolio. After leaving Eros at the end of 2021, he is focused on property development through Satguru Holdings.

Dhananjay Datar Chairman and managing director, Al Adil Trading Dhananjay Datar, widely known as the “Masala King”, is chairman and managing director of Al Adil Trading. The business began as a small grocery shop established by his father in Bur Dubai in 1984, which Datar joined and helped expand into a specialist retailer of Indian food and household products. The company reached its 50-store milestone in 2021. Its operations include spice factories and flour mills, and it sells products under its Peacock brand. Its range includes spices, pulses, rice, flours and other Indian grocery essentials.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

D|H

TOP INDIANS 2026

Dileep Kumar Founder, Heilbronn Properties Dileep Kumar founded Heilbronn in Dubai in 2002, building a business spanning construction and property development. With a background in civil engineering, he expanded the company’s residential portfolio, including projects in Palm Jumeirah, Emirates Hills and Jumeirah Golf Estates. In August 2024, Heilbronn announced plans for 1.6 million sq ft of residential towers across Dubai, with completion then targeted for the end of 2027. The company combines property development with an in-house construction division, with experience across residential buildings, roads and infrastructure.

Div Turakhia Founder, Ai.tech Divyank “Div” Turakhia is an entrepreneur whose ventures span domain services, online advertising and artificial intelligence (AI). Turakhia started learning coding at the age of eight and used to provide freelance internet consulting for large corporates when he was just 14. He co-founded Directi while still at school and later established Media.net in Dubai Internet City. Media.net was sold to a Chinese consortium for approximately $900m in 2016, a transaction described at the time as the world’s third-largest advertising technology deal. His subsequent venture, Ai.tech, builds businesses using AI and machine learning.

Dyuti Parruck CEO and partner, Decisive Zone Known as “Mr Golden Visa”, Parruck is the CEO and Partner of Decisive Zone, the Dubai-based business setup and corporate services consultancy that he co-founded. He leads the firm’s work across company formation, licensing, visa facilitation, Golden Visa advisory, real estate and startup funding. Parruck has positioned Decisive Zone as a growth partner for entrepreneurs, investors and international companies entering the UAE. In 2024, he led the company’s expansion into the US, positioning Decisive Zone as the first Dubai-based visa company to operate there.

Faizal Kottikollon Founder and chairman, KEF Holdings Along with being the founder and chairman of KEF Holdings, a diversified private family enterprise with operations across the Middle East, India and Singapore, Kottikollon also chairs Meitra Hospital and the Faizal and Shabana Foundation. KEF Holdings’ portfolio reflects Kottikollon’s focus on innovation, quality and measurable social impact, with interests spanning industrial and healthcare-related ventures. His appointment to the Sharjah Research, Technology and Innovation Park board reinforced his role in advancing research-led industrial development and innovation in the UAE.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

“INDIA GAVE ME MY ROOTS. THE UAE GAVE MY DREAMS WINGS. LEADERSHIP GAVE ME THE RESPONSIBILITY TO LIFT OTHERS.”

DR HARMEEK SINGH Founder and chairman, Plan B Group

ome people build companies. Others build institutions that redefine what is possible. Dr. Harmeek Singh belongs to the latter. Arriving in Dubai in 2003 with ambition and a determination to succeed, he began his journey as an employee in the advertising industry. A year later, he founded Plan B—turning a bold entrepreneurial vision into a business. Today, as Founder and Chairman of Plan B Group, he leads a multidisciplinary enterprise spanning strategy, branding, technology, events and experiential platforms, with a footprint across international markets. His growth reflects the opportunity the UAE offers those willing to imagine, innovate and persevere. Under his leadership, Plan B has helped deliver the world’s most demanding sporting spectacles. For the FIFA Beach Soccer World Cup Dubai 2024, its team built a world-class stadium in just 25 days. It went on to support the 2025 tournament in Seychelles.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

In Seychelles, Dr. Singh received recognition from that nation’s President for the Group’s contribution. The Group’s achievements also include six Guinness World Records, reflecting its ambition to break boundaries beyond conventional business milestones. Through She Runs, which set a record for participation in a women’s running event, and Cancer Run, which brought together 71 nationalities for a world-record achievement, he has made empowerment, wellbeing and social responsibility central to his legacy. Proud of his Indian heritage, Dr. Singh credits the UAE as the place where determination became opportunity. His journey embodies the growing power of India–UAE collaboration and the influence of Indian entrepreneurship on the global stage. Beyond building businesses and breaking records, Dr. Singh believes leadership is about the courage to take risks, the resilience to rise after setbacks, and the responsibility to create opportunities for others. For him, success is not measured by an organisation's size or its recognition, but by the people it empowers and the difference it makes.

F|K

TOP INDIANS 2026

Firoz Merchant Founder and chairman, Pure Gold Group Merchant is the founder and chairman of Pure Gold Group, the multinational parent of Pure Gold Jewellers, La Moda Sunglasses and Pure Gold Properties. He established Pure Gold Jewellers in Dubai in 1989 and built it into a leading jewellery manufacturer and retailer across the Middle East, Asia and Africa. Merchant’s leadership has shaped Pure Gold into a diversified family enterprise with a strong international footprint and a reputation for craftsmanship, customer trust and luxury retail.

Firoz Tarapore Chief executive officer, Dubai Aerospace Enterprise (DAE) Firoz Tarapore has led Dubai Aerospace Enterprise (DAE) as chief executive since 2013, overseeing its aircraft leasing and aviation services businesses. In July 2026, DAE completed its $9bn acquisition of Macquarie AirFinance, creating one of the world’s largest aircraft leasing platforms. The Dubai-based company now has approximately 1,000 owned, managed and committed aircraft, serving airlines across international markets. The acquisition strengthened DAE’s scale and positioned it as the world’s third-largest aircraft lessor by fleet value.

Harish Tahiliani MD, Arab & India Spices Tahiliani is the MD of Arab & India Spices, the Ajman-headquartered pulses, spices and food commodities enterprise founded by his father, Kumarlal Tahiliani, in 1986. Joining the family business in 1989 and assuming operational leadership in 1994, Tahiliani has guided its growth into an international processor and trader serving global markets. Under his leadership, the company received the Dubai Chamber of Commerce SME Award for most exports, reflecting its strength in regional and international trade.

Jayant Lal Ganwani Vice chairman and CEO, Lals Group Ganwani leads the group’s strategy to bring quality products and diversified lifestyle concepts closer to consumers across the region. As the vice chairman and CEO of Lals Group, the UAE-based retail and distribution group behind Homes r Us and a portfolio of trusted consumer brands, Ganwani’s leadership emphasises retail innovation, customer value and the expansion of home, lifestyle and consumer categories. Ganwani remains focused on sustainable growth, operational excellence and expanding the group’s relevance across the UAE and wider Gulf markets through trusted customer-centric retail concepts.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Jayesh Patel CEO, Wio Bank Patel is CEO of Wio Bank PJSC, the Middle East’s first platform bank and one of the UAE’s fastest-growing digital financial institutions. A fintech and digital-banking pioneer, he previously helped establish Emirates NBD’s digital bank Liv. Since leading Wio, Patel has driven its growth into business banking, personal finance and AI-enabled customer experiences. In 2026, Wio became a Strategic Partner of Investopia, with Patel signing the partnership agreement and participating in the annual partners’ gathering. His leadership focuses on embedding artificial intelligence, financial literacy and innovation into banking.

John Paul Alukkas CEO, International Operations, Joyalukkas Group Alukkas leads the group’s international retail strategy, brand development, operational excellence and market expansion beyond its Indian and Gulf strongholds. As the CEO of International Operations at Joyalukkas Group, the global jewellery retailer with more than 200 showrooms across 13 countries, Alukkas plays a central role in strengthening Joyalukkas’ global customer experience, supply chain and retail partnerships, supporting the group’s evolution from a regional family enterprise into an international jewellery powerhouse. His leadership prioritises craftsmanship and design innovation.

Dr Joy Alukkas Chairman and MD, Joyalukkas Group Building on his father’s founding vision, Dr Alukkas has transformed the family enterprise into an international jewellery, retail and lifestyle powerhouse. As the chairman and MD of Joyalukkas Group, the global jewellery retailer operating more than 200 showrooms across 13 countries, Alukkas’ leadership combines brand-building, craftsmanship and customer trust, making Joyalukkas one of the world’s most recognised jewellery brands. His continued focus on global growth, innovation and philanthropy ensures Joyalukkas remains a major force in international jewellery retail.

K P Basheer Founder and chairman, Western International Group Basheer is the founder and chairman of Western International Group, the Dubai-headquartered conglomerate with a multi-country presence across the Middle East, Africa, South Asia and Europe. Founded in Bahrain in 1983, the group has evolved from a modest trading venture into a diversified multinational with interests across electronics, retail, household goods, fashion, footwear, travel accessories and restaurants. Basheer’s leadership is defined by brand-building, distribution strength and an ability to identify consumer opportunities across multiple markets.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

K|M

TOP INDIANS 2026

Kabir Mulchandani Chairman and chief executive, FIVE Holdings Kabir Mulchandani chairs FIVE Holdings, the Dubai-based group combining luxury hotels, real estate and entertainment. Its portfolio includes FIVE Palm Jumeirah, FIVE Jumeirah Village and FIVE LUXE JBR, alongside properties in Zurich and Ibiza. Following its acquisition of The Pacha Group in 2023, FIVE expanded to the US with Pacha New York in June 2026. Mulchandani has positioned music-led hospitality and sustainability at the centre of the group’s international growth strategy in competitive tourism markets.

Kamal Puri Founder president and chairman, Skyline University College Puri is founder president and chairman of the Board of Skyline University College (SUC) in Sharjah, an institution established in 1990 to provide accessible, career-focused higher education in the UAE. An educationist and educational entrepreneur with more than two decades of experience, Puri has shaped SUC’s academic direction, governance and industry-linked learning model. Under his continued leadership, Skyline University College remains focused on employability, entrepreneurship, research and preparing students for the UAE’s evolving knowledge economy.

Kamal Vachani Deputy CEO, group director and partner, Al Maya Group As deputy CEO, group director and partner of Al Maya Group, Vachani has contributed to the conglomerate’s growth across retail and FMCG distribution in the GCC. His leadership responsibilities span a supermarket network of over 50 outlets and logistics operations facilitating more than 75,000 deliveries monthly. He has championed operational improvements and supported the group’s investment in digital commerce platform Conektr. Beyond the business, Vachani has strengthened UAE–India commercial ties through his association with India’s Electronics and Computer Software Export Promotion Council.

Kami Viswanathan President, FedEx MEISA Viswanathan is the president of FedEx’s Middle East, Indian Subcontinent and Africa (MEISA) region, leading the company’s business across more than 80 countries. She joined FedEx in 2021 as VP of Marketing for MEISA and has since advanced the region’s commercial growth, innovation and cross-border trade agenda. In 2026, she oversaw FedEx’s groundbreaking for a 300,000-squarefoot fully automated air-cargo hub at Navi Mumbai International Airport, announced in February. She also led FedEx’s development of an air-cargo hub at Delhi’s Indira Gandhi International Airport.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Karim Merchant MD and CEO, Pure Gold Group As the MD and CEO of Pure Gold Group, Merchant oversees the group’s jewellery retail, manufacturing, properties and international investments. As the second-generation leader of the business founded by his father Firoz Merchant in 1989, he drives Pure Gold Jewellers’ growth strategy, brand positioning and operational transformation. In 2026, Merchant led the strategic reopening of a UAE flagship store as part of the company’s accelerated domestic expansion, emphasising long-term conviction over short-term market cycles.

Kiran Asher Founder and group managing director, Al Ansari Global Trading Enterprise Asher is the founder and group MD of Al Ansari Global Trading Enterprise, an Oman-headquartered provider of integrated building, infrastructure and engineering solutions. He established the business in Muscat in 1975 as a oneperson commission agency and has led its transformation into a diversified group serving multiple industries across the region. In 2025, Asher marked Al Ansari’s 50th anniversary, reflecting on five decades of quality, ethics and empowerment.

L T Pagarani Chairman, Choithram & Sons Pagarani expanded the family enterprise, originally established in West Africa in 1944, into a business spanning Europe, North America, Africa and the Middle East, opening the first UAE Choithrams store in 1974. As the chairman of Choithram & Sons, the international trading and retail group behind Choithrams supermarkets in the UAE, Pagarani’s leadership has been central to building Choithrams into a trusted grocery and retail brand known for quality and customer service. His work combines commercial strength with social responsibility, including the group’s support for community initiatives.

M A Yusuff Ali Chairman and MD, LuLu Group International Ali is the chairman and MD of LuLu Group International and chairman of LuLu Retail Holdings, which listed on the Abu Dhabi Securities Exchange in 2024. Under his leadership, LuLu has expanded its hypermarket, supermarket, mall and daily-essentials portfolio across the Gulf, India and other international markets. In 2026, he inaugurated LuLu’s first Chennai outlets and launched AWWAL, a retail range championing UAE-grown, UAEproduced and UAE-made goods. The initiative reflects LuLu’s support for local production, food security and UAE–India trade connectivity.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

M|N

TOP INDIANS 2026

Manish Patel MD, Geap Group Patel is the MD of Geap Group, the Dubai-headquartered industrial and trading enterprise operating from National Industries Park, Technopark. He leads the group alongside chairman Mahendra Patel, overseeing its diversified industrial and trading operations in the UAE. Geap Group’s business model is anchored in supplying quality products, solutions and services to regional markets. Under Manish Patel’s management, the company continues to strengthen its operational capabilities, customer relationships and presence within the UAE’s industrial ecosystem.

Mohan G Valrani Founding senior vice chairman, Al Shirawi Group; chairman, Arcadia Education Valrani is the founding senior vice chairman of Al Shirawi Group, the Dubai conglomerate he co-founded with Abdulla Al Shirawi in 1971. Under his leadership, the group grew from a trading and contracting business into one of the UAE’s largest private conglomerates, with interests spanning engineering, logistics, manufacturing, printing and oil and gas. Valrani is also chairman of Arcadia Education. His legacy spans industrial development, entrepreneurship and philanthropy.

Mridula Singh CEO of ZENA Properties and Astral Shipping Mridula Singh is a Dubai-based business leader serving as CEO of ZENA Properties and Astral Shipping, alongside directorships at Spectrum Networks, Silkleaf Capital and Aethon Group. Her business interests span real estate, maritime trade, technology and investment, with operations across the Middle East and Asia-Pacific. Spectrum Networks has served more than 2,000 corporate clients. In 2026, Singh was recognised among Inc. Arabia’s Women of Influence, highlighting her contributions to the regional business landscape.

Dr Navin Valrani Vice chairman and group MD, Al Shirawi Group; CEO, Arcadia Education Valrani is a Wharton graduate with an MBA from London Business School and a doctorate in education. At Al Shirawi, he leads the group’s next phase of growth around unity, hard work and innovation. In 2026, Al Shirawi Group outlined its readiness for the 2026–2027 financial year, with Valrani guiding strategy across its diversified industrial and services portfolio. At Arcadia, he continues to advance educational excellence, student-centred learning and innovation within the group.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

THREE PHILOSOPHIES HAVE GUIDED MR. BHAWNANI THROUGHOUT HIS CAREER AND HAVE BECOME THE CORE OF THE WEST ZONE GROUP: PEOPLE, POWER AND PRICE.

NARESH KUMAR BHAWNANI Founder and chairman, West Zone Group

n 2 December 2005, the day the UAE marked Eid Al Etihad, the first West Zone Supermarket opened in Mirdif, Dubai. Two decades on, the West Zone Group operates more than 150 outlets, employs over 5,000 people and serves more than 50 million customers annually. Behind that journey is Naresh Kumar Bhawnani, who was born in Madhya Pradesh, India, and entered the retail trade business at the age of 15. That early start built a practical, detail-oriented approach that remains at the heart of his leadership. By the late 1980s, he had arrived in the UAE, bringing a sharp instinct for opportunity to one of the world’s fastest-growing markets. The choice of opening date for West Zone was deliberate and symbolic, a mark of gratitude to the country that became his second home. Under his direction, West Zone grew

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

into a familiar presence in the UAE, recognised for accessibility, operational discipline and a value-driven approach for the communities it serves. From that beginning, a measured approach to expansion helped to build a diversified conglomerate spanning retail, logistics, real estate ventures, building and contracting, hospitality and F&B, with each new vertical designed to complement the Group’s expertise. Three philosophies have guided Mr. Bhawnani throughout his career and have become the core of the West Zone Group: People, Power and Price. Customers come first and foremost, employees are empowered at every level, and affordability is maintained at each point of the business. Alongside them sits a value that shapes the Group: that is, its primary responsibility is to operate the best retail chain possible, offering affordability and choice on a broad range of products. Looking ahead, Mr. Bhawnani remains focused on disciplined expansion, operational efficiency and sustainable growth, taking the West Zone Group into key markets and sectors across the UAE and beyond.

N|P

TOP INDIANS 2026

Neelesh Bhatnagar Founder and MD, NB Ventures Bhatnagar is the founder and MD of NB Ventures, the Dubai-based venture capital firm he established in 2016 to invest in early-stage and growth companies. NB Ventures supports startups and established enterprises across technology, consumer, healthcare, retail, fintech and sustainability-focused sectors, providing capital alongside strategic guidance. Bhatnagar’s investment approach draws on his entrepreneurial experience and long-standing engagement with the UAE’s business community. The firm continues to broaden its portfolio and identify ventures aligned with growth.

Nilesh Ved Chairman, AppCorp Holding; owner, Apparel Group Nilesh Ved, chairman of AppCorp Holding and owner of Apparel Group, cofounded the Dubai-headquartered retailer with Sima Ganwani Ved, the group’s founder and chairwoman. Now, the business employs more than 28,000 people and continues to expand its international brand portfolio and omnichannel presence across the GCC and other key markets. Ved’s interests extend to property and cross-border business development. In 2026, he was appointed as chairman of the UAE–India Business Council’s UAE Chapter, reflecting his role in bilateral trade. He is also chairman of KORA Properties.

P N C Menon Founder and chairman emeritus, Sobha Group Menon is the founder and chairman emeritus of Sobha Group, the multinational real estate and construction enterprise he began in Oman in 1976 before establishing Sobha Developers in Bengaluru in 1995. He stepped back from the active chairmanship in 2024, with son Ravi Menon being appointed to the position. His career is defined by backward-integrated construction, design excellence and a commitment to quality across residential, commercial and hospitality developments. In 2026, Sobha Realty announced expansion into the US and Australia, advancing Menon’s long-term international growth vision.

Pankaj Gupta Co-founder and co-CEO, Gulf Islamic Investments Gupta is co-founder and co-CEO of Gulf Islamic Investments (GII), the Dubai-headquartered Shari’ah-compliant investment platform he established with Mohammed Alhassan in 2014. With more than two decades in investment banking, asset management and private capital, Gupta previously managed multi-asset portfolios for ultra-high-net-worth clients at National Bank of Abu Dhabi and helped establish Union National Financial Consultancy and Allied Investment Partners. At GII, he leads strategy, investment growth and people across real assets, private credit and debt.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

NAVNEET MANDHANI Founder, Sophonos Investments; Founder and CEO, Karma Developers

avneet Mandhani, Founder and CEO of Karma Developers, exemplifies entrepreneurial leadership at the intersection of technology, investment and real estate. His approach is shaped by a conviction that enduring businesses are built not by following established markets, but by recognising where they are heading—and having the discipline to act before that direction becomes obvious to others. With a master’s degree in electrical and computer engineering from the United States and nearly a decade of experience delivering large-scale projects in a Fortune 500 technology environment, Mandhani brings a systems-oriented perspective to real estate. He views development as more than the construction of buildings: it is an exercise in anticipating demographic shifts, understanding infrastructure-led growth, allocating capital prudently and creating communities that remain relevant well beyond a market cycle. Since its establishment in 2013, Karma Developers has grown into an internationally expanding real estate platform, with a presence across the UAE and a wider global footprint. In Dubai, Mandhani’s strategy centres on identifying locations whose long-term potential may not yet be fully reflected in market sentiment. His investment philosophy is grounded in the belief that infrastructure, connectivity and emerging communities often signal tomorrow’s demand before it is recognised by the wider market. The challenge, as he sees it, is to distinguish genuine future value from temporary market enthusiasm—and to commit capital with patience and conviction. This philosophy extends to commercial real estate, where projects such as Latitude 25 in Liwan reflect an interest in emerging growth corridors and evolving business requirements. For Mandhani, successful development is not simply about entering a promising location; it is about

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

OF INFLUENCE

understanding why that location will matter in the future and positioning ahead of that change. His entrepreneurial interests extend well beyond property. Through Sophonos Investments, Mandhani is an accomplished angel investor, backing promising businesses and entrepreneurs, particularly in technology-led ventures and digital platforms. With multiple successful exits to his credit, he brings an investor’s appreciation of innovation, scalability and disciplined execution. His experience in technology has reinforced a principle that informs both his investment and development decisions: value is created when an overlooked opportunity is matched with the right timing, capital and execution. Mandhani is also an active participant in the wider business and innovation ecosystem, appearing on podcasts and speaking at panels across the GCC. At the World Economic Forum’s Davos gathering, he has shared perspectives on Dubai’s appeal to international investors and entrepreneurs, reflecting his interest in the relationship between policy, infrastructure, innovation and economic opportunity. His recognitions include the Stevie Award for Innovative Entrepreneur and the Globee Award for Transformational Leader. What distinguishes Mandhani is the consistency of his approach across different ventures: questioning conventional assumptions, looking beyond immediate market signals and building for the next phase of growth. As Karma Developers broadens its international footprint, its leadership offers a compelling perspective on what real estate can learn from technology and entrepreneurial investing—not merely to build more, but to anticipate better, allocate capital intelligently and create lasting value.

P|R

TOP INDIANS 2026

Paras Shahdadpuri Founder and chairman, Nikai Group of Companies Dubai-based Paras Shahdadpuri founded Nikai Group, building a diversified business spanning consumer electronics, home appliances, trading and distribution. A former Indian diplomat, he served in missions in China, the US, Saudi Arabia and Libya before establishing his business career in the UAE. Shahdadpuri also serves as a governor of the Indian Business and Professional Council (IBPC) Dubai, supporting commercial engagement between India and the Emirates.

Peyush Bansal Chairman, managing director and CEO, Lenskart Peyush Bansal co-founded Lenskart in 2010 and has developed it into an international eyewear retailer with operations extending into the UAE. He serves as chairman, managing director and CEO, overseeing its retail, manufacturing and technology strategy. In a recent investor presentation, Bansal highlighted Lenskart’s investment in artificial intelligence, including technology that analyses more than 3,000 variables to identify potential store locations and supports remote eye-testing services.

Poonam Bhojani CEO, Innoventures Education Poonam Bhojani heads Dubai-based Innoventures Education, which operates international schools and early childhood centres across the UAE. She co-founded Dubai International Academy and has helped expand the group’s private education network. In 2026, Innoventures expanded into Sharjah with Raffles World Academy Sharjah and introduced Dubai International Academy Town Square. The group now operates seven schools and seven early childhood centres, strengthening its presence in the UAE’s growing education sector.

Raj Rana CEO, Citymax Hotels and Foodmark Raj Rana has led Citymax Hotels and Foodmark, the hospitality businesses associated with Dubai-based Landmark Group. He became CEO of Citymax Hotels in December 2019 and assumed responsibility for Foodmark in June 2020. Previously, he headed Radisson Hotel Group’s South Asian operations. His experience spans hotel management, restaurant operations and franchise development, positioning him within the UAE’s competitive hospitality sector as operators respond to growing tourism and changing consumer preferences.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

CAPT DR PRADEEP SINGH Founder and Chairman, Karma Developers and Aethon Group

or Capt. Dr. Pradeep Singh, leadership is about seeing beyond the immediate horizon. His journey from the bridge of a merchant vessel to international business reflects a philosophy built on strategic foresight, disciplined execution and the conviction that experience becomes most valuable when it creates opportunities for others. A Master Mariner by 27, Singh has translated the judgement and risk awareness developed at sea into ventures spanning maritime, real estate and technology. Based in Dubai since 2005, he is the Founder and Chairman of Karma Developers and Aethon Group, building businesses across markets and industries. His approach combines long-term thinking with financial prudence, an understanding of emerging growth corridors and a focus on creating enterprises capable of adapting to changing economic conditions. Beyond business, Singh has developed a parallel role as an author, thought leader and mentor. His books, No Map Just Vision and The Asset Play, explore leadership, entrepreneurship, financial

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

OF INFLUENCE

literacy and asset ownership. Through his writing, interviews and speaking engagements, he examines how individuals and organisations can navigate uncertainty, make informed decisions and build lasting value. His central message is that leadership requires not merely a destination, but the judgement to chart a course when the map is incomplete. His international outlook is reflected in his association with Harvard Business School and Alliance Manchester Business School, where he is an alumnus and a Distinguished Alumnus, respectively. He has received multiple international awards and featured in prominent global business-leader listings, alongside recognition for his authorship. His knighthoods and affiliations with historic and international institutions further reflect recognition of his contributions across business and society. Singh’s broader perspective connects enterprise with responsibility, including sustainability, seafarer welfare and community support. For aspiring entrepreneurs, his career illustrates how professional expertise can become a foundation for global business building, while mentoring and sharing knowledge can extend its impact beyond the organisations he leads.

HIS CENTRAL MESSAGE IS THAT LEADERSHIP REQUIRES NOT MERELY A DESTINATION, BUT THE JUDGEMENT TO CHART A COURSE WHEN THE MAP IS INCOMPLETE.

P|R

TOP INDIANS 2026

Rajen Kilachand Chairman and president, Dodsal Group Rajen Kilachand heads Dubai-based Dodsal Group, whose interests include engineering, infrastructure, energy, mining and trading. The group has undertaken major international engineering, procurement and construction projects, including a reported $1.1bn contract with Algeria’s Sonatrach. A Boston University graduate, Kilachand is also known for supporting higher education and philanthropic initiatives. His career reflects the role of Indian entrepreneurs in developing industrial businesses and infrastructure projects across international markets.

Raju Shroff Chairman, Regal Group of Companies Raju Shroff chairs Regal Group, the diversified Dubai enterprise established by his father, the late textile merchant Vasu Shroff. Joining the family business as a trainee nearly three decades ago, he helped broaden its operations from fabric retail and sourcing into technology, real estate and investments. Its ventures include Regal Technologies and property development. Educated at London Business School, Shroff continues the legacy of a company closely associated with the Indian business community in Dubai.

Ramesh Cidambi Managing director, Dubai Duty Free Ramesh Cidambi leads Dubai Duty Free, which achieved record sales of Dhs8.68bn in 2025, up 9.85 per cent year-on-year. The retailer recorded 10 record-breaking months, with December sales reaching Dhs922.77m. In June 2026, Dubai Duty Free secured its 25th consecutive Best Duty Free Shopping in the Middle East award. Cidambi credited the company’s performance to its workforce, supplier partnerships and focus on improving the airport shopping experience. The results further cement Dubai Duty Free’s position as a contributor to the emirate’s economy.

Ramesh Prabhakar Vice chairman and managing partner, Rivoli Group Ramesh Prabhakar leads Dubai-based Rivoli Group, which operates more than 230 stores across the region and employs over 1,350 professionals. In late 2025, the retailer expanded its fashion jewellery offering across Rivoli and Hour Choice. Prabhakar also joined MAGRABi Retail Group’s board and investment committee following the merger of Rivoli Vision’s eyewear operations with MAGRABi, strengthening the combined business’s presence in regional optical retail.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

PRATEEK SURI Chairman of Maser Group and CEO of MDR Investments

rateek Suri has built his entrepreneurial journey on an instinct for looking beyond established markets and recognising opportunities before they enter the mainstream. That forward-looking approach has taken the Indian entrepreneur from creating a consumer electronics brand to building a diversified business and investment presence spanning Africa and the Middle East. His evolution was defined by the creation of Maser, the consumer electronics brand he built and expanded through an extensive distribution network across African markets. Establishing the brand across the continent required navigating diverse economies, building local market relationships and understanding consumer demand across very different geographies. What began with consumer electronics ultimately became the foundation for a much broader entrepreneurial journey. Today, as chairman of Maser Group and CEO of MDR Investments, Suri’s interests extend well beyond the sector in which he first made his name. His portfolio spans infrastructure, AI and data centres, mining, real estate, renewable energy and other real assets, reflecting an increasing focus on sectors positioned around long-term economic growth. That evolution has placed him among a relatively small circle of wealthy Indian entrepreneurs with longstanding business interests across Africa and the Middle East. The UAE, in particular, has become an important base for his investment activities and international expansion. His diversification has continued through Emarald, Maser Group’s UAE-based construction-materials supply business. Focused on essential building materials, the division gives the group a presence in a sector closely linked to the region’s continuing

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

OF INFLUENCE

construction and infrastructure development. The UAE also holds a particular place in Suri’s outlook. He has spoken admiringly of the country’s ability to combine longterm vision with execution, and of an environment shaped by global connectivity, access to capital and an openness to new technology. For an entrepreneur whose businesses have increasingly crossed borders and sectors, it has become a natural platform for growth. His experience in emerging markets continues to influence the way he approaches investment. Years spent building businesses across different economies gave Suri an appreciation not only of their potential, but also of the patience, local knowledge and adaptability required to operate successfully within them. Technology is now becoming a larger part of that investment outlook. Through MDR Investments, Suri has developed a growing interest in AI infrastructure and data centres, particularly where technology intersects with energy, land and physical infrastructure. It is a natural extension of a portfolio increasingly oriented towards the industries likely to underpin future economic development. Alongside his commercial interests, the Maser Foundation adds a social dimension to the group’s activities, with initiatives focused on women’s empowerment, children’s education and healthcare. Suri’s trajectory reflects a wider shift in Indian entrepreneurship. A career that began with building a consumer brand has developed into one spanning industries, assets and international markets — no longer defined by a single product or geography. With the Middle East increasingly serving as his investment base and Africa remaining an important part of his business footprint, Suri’s story is ultimately one of expansion across two regions whose economic relationship is becoming increasingly significant.

R|R

TOP INDIANS 2026

Ramesh Ramakrishnan Chairman, Transworld Group Ramesh S. Ramakrishnan chairs Dubai-headquartered Transworld, an integrated shipping and logistics group founded by his father in 1977. He has more than three decades of experience in ship ownership, chartering and maritime management. In 2025, Ramakrishnan received India’s Pravasi Bharatiya Samman Award, recognising his contributions as an overseas Indian. The company has also undertaken a rebranding from Transworld Group to Transworld, reflecting its expanding international logistics operations.

Renuka Jagtiani Chairwoman, Landmark Group Renuka Jagtiani chairs Dubai-based Landmark Group, whose operations span retail, hospitality, fitness, logistics and leisure across international markets. She joined the business in 1993 and became chairwoman and CEO in 2017, before stepping down from the CEO position in 2022. In November 2024, Landmark announced plans to invest $1bn over three years to open 400 stores across the GCC, India and Southeast Asia, supporting its international expansion strategy. Under her leadership, the group has continued to strengthen its regional presence.

Rishi Kapoor Vice chairman and chief investment officer, Investcorp Rishi Kapoor serves as vice chairman and chief investment officer of Bahrain-based Investcorp, having previously held the co-CEO position from 2015 to 2024. He joined the alternative investment manager in 1992. In an April 2026 investment outlook, Kapoor highlighted geopolitical tensions, inflation and artificial intelligence-related capital expenditure as important considerations for investors. He maintained that private markets retained strong long-term fundamentals, while emphasising diversification across asset classes and regions.

Rizwan Sajan Founder and chairman, Danube Group Rizwan Sajan founded Dubai-based Danube Group in 1993, expanding from building materials trading into home furnishings and real estate development. Danube Properties, established in 2014, became known for its 1 per cent monthly payment plan. In 2026, Sajan highlighted the company’s 11.11 delivery commitment, under which Danube Properties aims to deliver 11 projects over 11 months. The initiative reflects growing emphasis on project completion and delivery performance in Dubai’s property market.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

WHEN SINGH JOINED AA AL MOOSA ENTERPRISES IN 1997, THE COMPANY RANKED SEVENTH IN THE UAE’S CAR RENTAL MARKET. WITHIN SEVEN YEARS, UNDER HIS LEADERSHIP, IT ROSE TO NUMBER ONE — A POSITION IT CONTINUES TO HOLD TODAY.

RAHUL SINGH Managing director, Car Rental Division, AA Al Moosa Enterprises

ingh has been at the forefront of the UAE’s mobility evolution for more than two decades. As managing director of the Car Rental Division at AA Al Moosa Enterprises, he leads two of the region’s most trusted mobility brands — Thrifty and Dollar Car Rental — across the UAE and Oman. With over 25 years of experience, he has steered the business through continuous transformation, building a legacy defined by innovation, service excellence and resilience. When Singh joined AA Al Moosa Enterprises in 1997, the company ranked seventh in the UAE’s car rental market. Within seven years, under his leadership, it rose to number one — a position it continues to hold today. His tenure has been marked by strategic expansion, digital modernisation and operational discipline. He has driven fleet growth, streamlined systems and introduced data-driven decision-making, embedding a culture of accountability and continuous improvement throughout the organisation.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

Singh’s success is underpinned by strong academic foundations — a master’s degree in management (Marketing specialisation) and a bachelor’s degree in economics. This combination of strategic insight and analytical rigour enables him to convert complex market shifts into pragmatic business strategies. Known for his collaborative leadership style, he empowers teams to innovate, take ownership and deliver excellence at every level. Beyond business, Singh advocates responsible growth, believing that successful enterprises carry a wider social obligation. He champions initiatives supporting education, environmental sustainability and community development, aligning closely with the UAE’s vision for sustainable progress. As the mobility sector evolves with technology and shifting consumer preferences, Singh remains focused on the future — strengthening digital capabilities, enhancing customer convenience and exploring emerging models in electric vehicles and shared mobility. His leadership continues to define the standard for sustainable, customer-centric mobility in the region.

S|S

TOP INDIANS 2026

Saifee Rupawala Chief executive officer, LuLu Retail Holdings Saifee Rupawala is chief executive of LuLu Retail Holdings, overseeing one of the Gulf’s largest supermarket and hypermarket operators. He joined LuLu Group in 1982 and became CEO of LuLu Retail Holdings in July 2024, ahead of its stock market listing. By March 2026, LuLu operated 277 stores across the GCC. The company is expanding its convenience offering, including the SWFT concept in Saudi Arabia. Rupawala also supports UAE–India business ties through regional professional organisations.

Sameer Lakhani Managing director, Global Capital Partners Sameer Lakhani heads Dubai-based Global Capital Partners, an investment business operating across wealth management, property development and asset advisory services. With more than two decades of experience, he focuses on capital allocation, property valuation and investment strategy. Lakhani also contributes commentary on Dubai’s real estate market, examining how infrastructure development, urban expansion and changing investor preferences influence property values. His work connects financial analysis with investment opportunities in the UAE.

Sanjay Raghunath Chairman and managing director, Centena Group Sanjay Raghunath leads Dubai-based Centena Group, which operates across industrial automation, marine electronics, life sciences and technology solutions. The group has 22 offices and conducts business in more than 100 countries. In April 2026, Raghunath outlined plans to strengthen Centena’s core businesses while investing in digital transformation, sustainability and leadership development. The strategy builds on the company’s expansion from its UAE origins into international technology and industrial markets.

Shailesh Dash Founder and mentor, Dash Venture Labs Dubai-based Shailesh Dash founded Dash Venture Labs, supporting entrepreneurs through investment advice, venture development and business mentoring. His career spans alternative investments and private capital markets across the Middle East. In a May 2026 interview with Gulf Business, Dash highlighted the UAE’s position as a strategic base for international founders navigating geopolitical and economic uncertainty. He also emphasised the growing importance of multiple income streams and cross-border business opportunities for entrepreneurs.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Shaji Ul Mulk Founder and chairman, Mulk Holdings Shaji Ul Mulk founded Sharjah-based Mulk Holdings, building a diversified enterprise spanning construction materials, healthcare, manufacturing and sports-related businesses. Its flagship Alubond business manufactures aluminium composite panels used in construction projects internationally. The company reports installed manufacturing capacity of 25 million square metres, with products supplied to more than 100 countries. Mulk’s industrial operations and international manufacturing footprint have established the group as a significant participant in the UAE’s building materials sector.

Shamlal Ahamed Managing director, International Operations, Malabar Gold & Diamonds Dubai-based Shamlal Ahamed oversees international operations at Malabar Gold & Diamonds, managing the jewellery retailer’s expansion across overseas markets. In October 2026, the group opened its 13th showroom in Qatar at Safari Mall, Abu Hamour, and unveiled its renovated Al Watan Centre outlet. Ahamed attended the inauguration as the company expanded its network beyond 450 showrooms globally. The latest openings reflect Malabar’s continuing investment in the GCC jewellery retail market.

Dr Shamsheer Vayalil Chairman and CEO, Burjeel Holdings Dr Shamsheer Vayalil leads Abu Dhabi-based Burjeel Holdings, a healthcare group operating hospitals, medical centres and specialised healthcare services. The company’s 2025 annual report identifies him as chairman and CEO, reflecting his expanded executive responsibilities. Burjeel generated revenue of Dhs5.49bn in 2025, compared with Dhs5.01bn in 2024, while total comprehensive income reached approximately Dhs503m. The results highlight the group’s expanding healthcare operations across its principal UAE and regional markets.

Dr Shanila Laiju Group CEO, Medcare Hospitals & Medical Centres Dr Shanila Laiju heads Medcare Hospitals & Medical Centres in the UAE, overseeing clinical operations, organisational performance and healthcare service delivery. She began her career in dentistry in 1994 before moving into hospital administration, progressing through operational and executive leadership roles. Her experience includes serving as group chief operating officer before becoming group CEO. Based in Dubai, Laiju focuses on operational efficiency, patient experience and strengthening the healthcare provider’s organisational capabilities.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

S|S

TOP INDIANS 2026

Shyam Bhatia Chairman, Alam Steel Group Shyam Bhatia founded Dubai-based Alam Steel Group in 1979, developing it into a regional steel manufacturing and distribution business. Having arrived in Dubai in 1965, he expanded the company through investments supporting construction and industrial projects. Recent developments include a steel plate fabrication facility established in Dubai in 2022 and a reinforcement steel bar plant in Abu Dhabi in 2024. These investments have strengthened Alam Steel’s manufacturing capabilities and presence in the UAE’s industrial sector.

Siddeek Ahmed Chairman and managing director, Eram Holdings Siddeek Ahmed heads Saudi Arabia-based Eram Holdings, a diversified group operating across nine business verticals and 16 countries. The company employs more than 12,000 people and maintains 126 offices internationally. In May 2025, Eram announced an S&P Global credit rating of B+, alongside a Saudi national-scale rating of BB+, both with stable outlooks. The group also received Great Place to Work certification in July 2025, reflecting its focus on organisational development.

Siddharth Balachandran Executive chairman and CEO, Buimerc Corporation Siddharth Balachandran heads Dubai-based Buimerc Corporation, an investment holding business with interests spanning financial markets and other sectors. His company reported a Dhs160m investment in Emirates NBD shares, reflecting its interest in UAE banking assets. Balachandran has also supported philanthropic initiatives, including a Dhs20m endowment building for Dubai’s Fathers’ Endowment campaign. His activities connect investment opportunities in the UAE and India with education, environmental restoration and charitable initiatives.

Sima Ved Founder and chairwoman, Apparel Group Sima Ganwani Ved founded Dubai-based Apparel Group, which operates more than 2,600 stores representing over 85 brands across 14 countries. The group continues to expand its international brand portfolio, including a regional partnership with Australian womenswear label Forever New. Its 2026 expansion plans included additional stores in the UAE, Qatar and Saudi Arabia, targeting 17 Forever New outlets across the GCC by year-end. Under her chairmanship, Apparel Group’s flagship loyalty programme, Club Apparel, surpassed 10 million members in 2024.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Sohan Roy Founder, chairman and CEO, Aries Group A naval architect and entrepreneur based in Sharjah, Roy founded Aries Group in 1998 and developed a business spanning marine engineering, inspection, technology and entertainment. He also works in filmmaking and maritime education through initiatives including the Aries International Maritime Research Institute. Known for unusual employee-welfare programmes, Roy marked the group's 25th anniversary by announcing a substantial package of benefits for staff and their families. He remains chairman and chief executive of the group.

Sunil John Senior adviser, MENA, Stagwell; founder, ASDA’A John founded ASDA’A in Dubai in 2000 and developed it into one of the region’s prominent public-relations consultancies. Its work included corporate and government communications, digital services and the Arab Youth Survey, which became a widely cited measure of young Arabs’ attitudes. After stepping down from the firm he built, John joined marketing network Stagwell as senior adviser for the Middle East and North Africa. He continues to contribute to the communications industry.

Sunil Kumar Chief executive officer, Spinneys Kumar joined Spinneys in 1994 and rose through its operations to become chief executive in 2019. He helped steer the grocery retailer through its 2024 Dubai listing and expansion in the UAE and Saudi Arabia. The group has continued opening stores while investing in sourcing and food infrastructure, including a planned processing facility at Dubai’s Food Tech Valley. Kumar remains focused on expanding the business while maintaining its fresh-food positioning and customer service standards.

Sunil Vaswani Chairman, Stallion Group Vaswani chairs Stallion Group, a diversified enterprise with significant operations across sub-Saharan Africa. Its activities include vehicle distribution and assembly, food processing, commodities, manufacturing and logistics. The group has handled several major international automotive brands and developed agricultural processing and industrial ventures in Nigeria. Vaswani has played a central role in its expansion and regional partnerships. His business approach has combined industrial investments and distribution partnerships with expansion into markets across Africa.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

S|V

TOP INDIANS 2026

Sunny Varkey Founder and chairman, GEMS Education Varkey founded GEMS Education, which has grown into one of the world’s largest private school operators, with a substantial network of schools in the UAE and overseas. The Dubai-based entrepreneur has focused on expanding access to education and bringing new technology into classrooms, including artificial intelligence initiatives. Through the Varkey Foundation, he also supports programmes recognising teachers and improving educational outcomes. In 2026, he continued to advocate values-based learning alongside rapid technological change globally.

Surender Kandhari Founder and chairman, Al Dobowi Group Kandhari founded Al Dobowi in Dubai in 1976, initially building a business around tyre distribution. Over five decades, it has developed operations in tyre management, industrial rubber, battery manufacturing, power storage and related services across international markets. He is also associated with Eternity Technologies in Ras Al Khaimah. Beyond business, Kandhari has remained active in the Indian community and interfaith initiatives in the UAE, while advocating stronger bilateral cultural links between India and the Emirates.

Suresh Kumar Founding chairman and chairman emeritus, IBPC Dubai; founder, Tricolour Values Group A veteran UAE banker and business leader, Kumar helped establish the Indian Business and Professional Council in Dubai and now holds its chairman emeritus title. He previously spent decades in senior banking roles, including at Emirates NBD, and was involved in developing merchant banking and capital-markets services in the Emirates. Kumar also founded the Tricolour Values Group, working in advisory and investment-related activities. He remains active in building links between India and the UAE.

Syed M Salahuddin Managing director, ETA Ascon Star Group Salahuddin helped develop Dubai-based ETA Ascon from a contracting business into a diversified group active in engineering, construction, trading and related services. His commercial interests have extended across the Gulf and India, with investments and projects in infrastructure and other sectors. He has been involved in educational and community initiatives supporting overseas Indians. Long associated with the group’s leadership, he has received India’s Pravasi Bharatiya Samman for his contribution to the Indian diaspora.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Tariq Chauhan Co-founder and executive vice-chairman, EFS Facilities Services Group; CEO, EFSIM Chauhan is co-founder and executive vice-chairman of EFS Facilities Services Group and chief executive of its Saudi Arabian business, EFSIM. He previously led the group’s expansion into integrated facilities management across the Middle East and beyond. His priorities include workforce development, energy efficiency, service delivery and technology. In 2025, he joined the global board of the International Facility Management Association, while EFSIM expanded its role in Saudi Arabia.

Dr Thumbay Moideen Founder president, Thumbay Group Moideen founded Thumbay Group in Ajman in 1997, developing a business centred on medical education, hospitals and healthcare services. Gulf Medical University and the group’s network have helped establish a model linking teaching, research and patient care. In 2025 it entered veterinary services with a clinic in Sharjah. The following year, Thumbay announced plans for a veterinary teaching hospital and college in Ajman, extending the group’s education and healthcare activities into veterinary medicine.

Tony Jashanmal Group president, Jashanmal Group Jashanmal joined his family’s retail and distribution business in 1973 and has helped guide its expansion across the Gulf and other markets. Founded in 1919, Jashanmal Group operates stores and wholesale distribution activities covering books, fashion, home products, beauty and consumer goods. As group president, he has encouraged partnerships with international brands and the development of digital retail channels. His work has helped preserve a century-old business while adapting it to changing consumer habits.

V Shankar Co-founder and chief executive officer, Gateway Partners Shankar co-founded Gateway Partners, an investment firm focused on opportunities across Asia, the Middle East and Africa. A veteran international banker, he has concentrated on businesses with especially durable cash flows and potential for operational improvement, particularly in consumer, healthcare and services sectors. He chairs Gateway’s private equity investment committees. In 2026, Shankar participated in the annual Forbes Global CEO Conference and was named to the US Export-Import Bank’s Sub-Saharan Africa Advisory Committee.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

V|Z

TOP INDIANS 2026

Vardaraj (Raj) Shetty Founder and chairman, Ramee Group of Companies Shetty founded Ramee Group and developed it into a hospitality business with hotels, serviced apartments, restaurants and entertainment venues across the Gulf and India. The group operates in several price segments, combining city hotels with food-and-beverage and leisure concepts. Shetty has overseen property development, refurbishment and brand expansion as regional travel and tourism markets have evolved. His long involvement in the business has helped establish Ramee as a recognisable independent hospitality name in the region.

Vidya Chhabria Chairperson, Jumbo Group Chhabria has chaired Jumbo Group since the death of its founder, her husband Manohar Chhabria, in 2002. She has overseen the Dubai-based company’s evolution from an electronics retailer into a distribution, services and technology enterprise. Under her stewardship, Jumbo has invested in its online retail platform and partnerships with global brands. The group has also maintained a commitment to education, supporting Dubai Cares through donations and community initiatives. Chhabria remains its chairperson in 2026.

Vijey Samyani Founder and chairman, Concept Brands Group Vijey Samyani founded Concept Brands Group, the Dubai-based retail business behind Brands4U, which sells international fashion, accessories and lifestyle products at outlet prices. After beginning his career in the UAE in the early 1990s, Samyani expanded into branded retail and multi-brand stores. The company opened a flagship Brands4U outlet at Al Ghurair Centre in Dubai in July 2025. His business has developed around value-led retailing, brand partnerships and physical stores across the wider UAE market.

Yogesh Mehta Founder and chairman, Petrochem Middle East Yogesh Mehta founded Petrochem Middle East in 1995, transforming a Dubai-based chemicals trading business into a major regional distributor serving international markets across Asia. The company operates storage and logistics infrastructure in Jebel Ali Free Zone, where a second terminal commissioned in 2025 added more than 57,000 cubic metres of capacity. As chairman, Mehta has focused on expanding Petrochem’s distribution network, strengthening supplier relationships and developing the family enterprise alongside the next generation of leadership.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

100 ICONS

OF INFLUENCE

Zanubia Shams Co-chairperson, Zulekha Healthcare Group Shams is co-chairperson of Zulekha Healthcare Group, working alongside her family's leadership team to develop hospital services in the UAE and India. Her responsibilities encompass strategy, patient experience, clinical quality and technology-led improvements in care delivery. The group has invested in electronic health records and new treatment facilities while maintaining community screening and preventive-health programmes. In 2026, its Dubai hospital added an upgraded emergency unit, part of efforts to improve access and clinical services.

Zubin Karkaria Founder and chief executive officer, VFS Global Karkaria founded VFS Global in 2001, establishing a business that manages visa, passport and consular application services on behalf of governments. The company has expanded into a worldwide network supporting international mobility and cross-border travel services. A former chief executive of Kuoni Group, Karkaria continues to lead VFS Global's development of digital processing and new services. In 2026, he outlined plans to expand into citizen services while exploring further uses for emerging artificial intelligence.

Dr Zulekha Daud Founder and chairperson, Zulekha Healthcare Group Daud moved from Nagpur to the UAE in 1964, becoming one of the country’s pioneering Indian women doctors. Working at a time when medical facilities were limited, she provided essential care to families before establishing Zulekha Hospital in Sharjah in 1992. The healthcare group subsequently expanded into Dubai and India, with hospitals, clinics and pharmacies. Daud remains associated with its leadership and philanthropic activities, particularly initiatives that improve access to healthcare and preventive services.

Despite global headwinds and regional challenges, our economic partnership continues to set new benchmarks.” DR S JAISHANKAR, Minister of External Affairs, India, on the UAE-India economic partnership

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

I N T E RV I E W

BUILDING CONNECTIONS THAT SHAPE THE FUTURE OF MARKETING IN THE MIDDLE EAST DIGITAL STALLIONS FORUM IS BRINGING THE MIDDLE EAST’S MARKETING LEADERS TOGETHER TO DRIVE COLLABORATION

You have spent decades working across markets and sectors. What inspired you to establish Digital Stallions Forum Middle East? My professional journey has given me exposure to different markets and sectors. One thing I have consistently valued is the power of relationships, shared knowledge and collaboration. Digital Stallions Forum Middle East was conceived around this belief in July 2020: The forum has worked in the last 6 years to bring Chief Marketing Officers, Marketing and Digital Marketing Heads across sectors on a common platform and allow them to not just network but meet, discuss and engage as a Marketing Specific Platform. The idea was to create a platform that connects senior marketing leaders across sectors and have a platform that encourages conversations that extend beyond traditional networking.

Supplied

BY GARETH VAN ZYL

PAURUSH SONKAR Founder of Digital Stallions Forum Middle East

Networking platforms are common. How have you differentiated Digital Stallions Forum Middle East since the last 6 years? For me, the distinction lies in the quality of conversations and relationships created. Networking should be more than exchanging business cards or collecting contacts online. It should lead to knowledge sharing, new perspectives and, potentially, meaningful business outcomes. I believe in bringing Chief Marketing Officers, Marketing and Digital Marketing Heads together as they have complementary capabilities and a common desire to learn and grow. The objective is to create an environment where senior executives can engage openly with their peers, discuss real marketing challenges and explore ideas that may otherwise remain within organisational boundaries. The forum is a pure play example of ‘Quality’ over ‘Quantity’.

brand building to include growth, innovation, customer engagement and business. The Great Marketing Minds Middle East is an initiative aimed at putting the spotlight on marketing professionals, encouraging industry interaction within the marketing fraternity and recognising the contribution of individuals shaping the region’s marketing landscape. For me, it is about celebrating both achievement and the ideas that will influence the next chapter of marketing. In the last 4 editions we have seen over 42 leading brands sending more than 207 award nominations and we have hosted over 65 senior marketing leaders at the events including jury panel, speakers and participants.

You are also the brain behind The Great Marketing Minds Middle East which is now in its 5th Edition, what is the vision behind it? The 5th Edition of The Great Marketing Minds Middle East represents the continued importance of recognising marketing as a strategic business function and celebrating the people who are advancing the profession. Marketing leaders today operate in an environment where consumer behaviour, digital platforms, AI and business expectations are constantly changing. Their responsibilities extend well beyond

You work in multiple markets, what is the biggest difference you see in the Middle East as compared to other markets when it comes to Marketing? Interesting question, the forum has been in South East Asia for close to 14 years and now with 6 years in the Middle East I can say with a high level of confidence that marketing in the Middle East is not for the faint-hearted. The Middle East has a diverse

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

Getty Images

MARKETING LEADERS TODAY OPERATE IN AN ENVIRONMENT WHERE CONSUMER BEHAVIOUR, DIGITAL PLATFORMS, AI AND BUSINESS EXPECTATIONS ARE CONSTANTLY CHANGING.” set of nationalities that call it home, different languages, different dialects, different cultural sensitivities and a packed festive calendar make the region one of the most interesting regions for a marketing professionals as it not just teaches the marketing leadership a lot but also the culture in the region is conducive to both personal and professional growth. Having lived in the region for a while now I can vouch that no leadership across the world has taken AI with the seriousness that leaders in the middle east have and thus a lot of innovation and first-of-its-kind work is happening thanks to the progressive leadership of the UAE and the broader region.

OVER 42 LEADING BRANDS SENDING MORE THAN 207+ AWARD NOMINATIONS

What are the key themes that marketing leaders should be discussing today? A lot has already been said on this so I would like to keep it really short and to the point. The three interconnected priorities: the intelligent use of technology, a deeper understanding of customers and the ability to demonstrate measurable business impact using AI. Needless to say, Leadership has, is and shall always be a defining factor as the subject area needs nothing less than mastery of the subject matter.

How do the forum and the marketing initiative complement each other? Both are rooted in the belief that communities accelerate progress. Digital Stallions Forum Middle East focuses on connecting marketing leaders, while The Great Marketing Minds Middle East places particular emphasis on marketing leadership, professional achievement and industry engagement and recognising these efforts via awards. Although their audiences and areas of focus may differ, the underlying philosophy is consistent: create opportunities for marketing professionals to connect, exchange knowledge and recognise the individuals driving change. What is your long-term vision for Digital Stallions Forum Middle East? My ambition is to build a respected and enduring platform for industry dialogue, leadership engagement and collaboration across the Middle East. I want Digital Stallions Forum Middle East to be associated with relevant conversations, valuable connections and a strong community of professionals who are committed to progress. For me, success is not simply about organising events. It is about building a platform that continues to create value between events, strengthens professional relationships and remains relevant as industries evolve. The Middle East has an exciting business future, and I believe collaboration will be an important part of that journey. Through Digital Stallions Forum Middle East and our wider industry initiatives, I hope to contribute to the marketing ecosystem where ideas are shared, talent is recognised and meaningful connections translate into lasting value.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

UAE.WE KEEP BUILDING BIGGER

AT THE WORLD'S LARGEST Sta rt up & INVESTOR T N E V E R O T C E N N O C GET YOUR TICKET

#EXPANDNORTHSTAR EXPANDNORTHSTAR.COM

BRAND VIEW

Marriott Executive Apartments Manama, Bahrain - Living Room

A base for doing business FOR COMPANIES MOVING PEOPLE INTO THE GULF, ACCOMMODATION IS PART OF GETTING OPERATIONS UNDER WAY. MARRIOTT EXECUTIVE APARTMENTS PROVIDES A RESIDENTIAL BASE FOR THE WORK AHEAD

pening an office in a new market brings a long list of decisions. Alongside finding premises and recruiting colleagues, somebody has to consider where the people leading that expansion will live. For executives arriving on an assignment, the answer can shape everyday life for months. A consultant overseeing a project has different needs from a founder establishing a business or a manager relocating with children. What they share is the need to get organised quickly, with somewhere to work through the next day’s agenda and return to at the end of it. Marriott Executive Apartments serves this period of transition. Its furnished residences combine the facilities needed for daily living with hotel services, offering a base for professionals whose work takes them away from home for an extended period.

Pics: Supplied

GETTING ESTABLISHED Marriott Executive Apartments Doha, Le Mirage City Walk - Bedroom

For a business sending people overseas, accommodation sits within a wider relocation plan. The duration of an assignment, the location of clients and whether family

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

Pic: Supplied

Marriott Executive Apartments Dubai Creek - Skye & Walker restaurant

laundry arrangements and other services vary by property, allowing guests to assess what best suits their assignment. That balance gives residents independence while keeping help within reach. A guest can prepare meals privately and organise their own day, with access to hotel staff when local advice or assistance is needed. For someone learning a city’s geography and customs, those everyday conversations can be useful. Security is another consideration when arranging overseas accommodation. Secure entrances and around-theclock security staff form part of the brand’s offering, providing FOR A COMPANY entering a market, the people reassurance for residents as sent ahead carry much of the responsibility for they become familiar with a new turning plans into an operating business. destination. Location also deserves attention before a booking is made. A residence near the places an members are travelling all influence the choice. executive visits regularly can simplify the working Thinking through those details before arrival week. Across the brand’s urban portfolio, access to helps match the residence to the work and the business districts, transport connections and local person undertaking it. amenities forms part of the proposition. Marriott Executive Apartments offers layouts For companies organising an extended assignment, ranging from studios to apartments with several the useful question is how a location fits the actual bedrooms, depending on the property. An individual schedule. A central address, the journey to a client’s traveller can choose a different configuration from office and access to shops may matter in different a family, while separate areas for living, working and ways depending on the role. Choosing well starts with understanding that pattern. sleeping allow the space to serve different purposes throughout the day. A BASE BEYOND THE FIRST VISIT A fully equipped kitchen brings another practical Marriott Executive Apartments has a presence advantage. Breakfast can fit around an early call, across the Middle East and in other international and dinner need not depend on a restaurant markets, serving professionals whose careers reservation. Over several weeks, being able to and businesses take them between countries. Its shop for familiar ingredients and prepare a meal combination of residential space and hospitality becomes part of establishing an ordinary routine in offers a familiar approach to accommodation an unfamiliar place. as those destinations change. For a relocating family, that routine extends Eligible stays also allow Marriott Bonvoy beyond the working day. Space to eat together members to earn points and Elite Night Credits, or spend an evening at home can make the connecting time spent on an assignment with the accommodation feel more settled while longerwider loyalty programme. Earning remains subject term decisions are being made. to the programme’s applicable terms. SUPPORT AROUND THE For a company entering a market, the people WORKING DAY sent ahead carry much of the responsibility for The serviced element is equally relevant. turning plans into an operating business. Giving Housekeeping and concierge assistance help them a place that accommodates everyday life is a with the practicalities of a stay, while facilities practical part of that preparation. With somewhere such as fitness areas and meeting spaces support to cook, work and settle into a routine, the next activities beyond the apartment. Grocery delivery, meeting begins from a more comfortable base.

g u l f b u s i n e s s .c o m | n o v e m b e r 2 0 2 6

EMIRATESWOMAN.COM @emirateswoman

OCEAN OF STORMS