SAEED AL TAYER ON BUILDING DUBAI’S NEXT GENERATION UTILITY
P. 09 FROM BANDWIDTH TO BREAKTHROUGHS Ericsson Gulf President Petra Schirren on AI and digital ambition
P.34 CHARTING A NEW COURSE Group CEO Adel Al Ali unpacks Air Arabia’s strategy for sustainable growth
At EFG Holding Group, we realize more for clients looking to us as a gateway to compelling MENA Markets’ equities; for investors who want to deploy impact capital into renewables, healthcare, and education; for individuals who need lifestyle enabling solutions; for businesses looking to unlock their full potential; for shareholders who require confidence in our growth strategies; for communities that need viable change to drive integrated sustainable development; and for people seeking to unlock their full growth potential, empowering them to fulfill their career aspirations.
An insight into the news and trends shaping the region with perceptive commentary and analysis
Dubai’s DEWA is powering bold investments in solar, hydrogen, hydroelectric and AI-powered smart grids. MD and CEO Saeed Mohammed Al Tayer explains the progress
Saudi Tourism Authority’s CEO Fahd Hamidaddin shares how Saudi Arabia is turbocharging its tourism transformation through strategic investments and diversified experiences
The band’s back: How the new WHOOP 5.0 and WHOOP MG are redefining performance and recovery for its global user base p.50
Refinement and raw power: We explore why Range Rover’s latest Sport SV is redefining the luxury SUV game p.56
Electric appeal: Rolls-Royce’s Black Badge Spectre, personalisation trends and luxury’s electric future unpacked p.58
“Shaping the future of the social sector is not achieved through decisions alone — it requires dialogue, participation, integration, and the courage to ask difficult questions. This strategy is more than just a working document; it is a sincere call to renew our commitment to people and society, and to pursue development pathways that are more inclusive, equitable and sustainable.”
Hessa bint Essa Buhumaid, director general of Dubai’s Community Development Authority
Insights on how the region’s dynamic SME ecosystem is evolving
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Globally, the top sovereign investor remains Norway’s Norges Bank Investment Management (NBIM), managing $1.76tn in assets, according to Global SWF
BY NEESHA SALIAN
The Gulf Cooperation Council (GCC) is now home to three sovereign wealth funds with assets under management (AUM) exceeding $1tn each, according to the July 2025 rankings published by Global SWF, highlighting the region’s growing influence in global capital markets.
Topping the GCC list is Saudi Arabia’s Public Investment Fund (PIF), with AUM estimated at $1.15tn, followed by the Abu Dhabi Investment Authority (ADIA) with $1.11tn, and Kuwait Investment Authority (KIA), which just crossed the $1tn threshold with $1.002tn.
Globally, the top sovereign investor remains Norway’s Norges Bank Investment Management (NBIM), managing $1.76tn in assets. It is followed by China’s SAFE Investment Company and the China Investment Corporation, managing $1.41tn and $1.33tn, respectively.
Despite a 60 per cent year-on-year drop in net profit, attributed to rising interest rates and mounting costs from delayed or scaled-down mega-projects, PIF saw its AUM increase by 18 per cent from SAR3.66 tn ($977bn) last year. According to Global SWF data, 37 per cent of the fund’s portfolio is committed to alternative assets including real estate, infrastructure, hedge funds and private equity.
PIF, which backs signature Saudi initiatives such as NEOM and the Red Sea Project, also holds major positions in Saudi Aramco, Saudi National Bank, and Softbank. It is targetting $2tn in AUM by 2030, a milestone that would make it the world’s largest sovereign wealth fund.
Close behind is the UAE’s ADIA, ranked fifth globally, with 32 per cent of its portfolio in alternative investments. Global SWF
describes it as one of the world’s largest investors in real estate, infrastructure and private equity.
In its most recent annual review, ADIA stated a strategic shift in investment focus: “Our approach has moved toward maximising total returns across the portfolio, rather than relying on individual asset classes to outperform benchmarks.”
Kuwait’s KIA, ranked sixth worldwide, continues to diversify its holdings. With 23 per cent of its portfolio in alternative assets, the fund maintains stakes in leading international firms including BlackRock and Mercedes-Benz Group.
Global SWF’s July rankings reflect the shifting dynamics in sovereign wealth, with GCC funds increasingly commanding a larger share of global institutional capital, and positioning themselves as pivotal players in alternative investments and global economic transformation.
BY RAJIV PILLAI
Ericsson’s Gulf operations are doubling down on advanced 5G deployments, fixed wireless access (FWA), and sustainability-driven network innovation as the region accelerates its digital transformation agenda, according to Petra Schirren, president of Ericsson Gulf at Ericsson Europe, Middle East and Africa.
Marking her first 100 days in the role, Schirren told Gulf Business in July that she has focused on meeting customers, stakeholders and regulatory bodies across the region to better understand the opportunities and challenges shaping the GCC’s fastevolving telecom landscape. “Even though I’ve been in the industry for 25 years, every region has its own flavour. What’s really exciting to see here… is the unison that operators, industries, and the government have around digitalisation, inclusion, and sustainability,” she said.
One of the most defining characteristics of the Gulf, she noted, is the speed and scale of 5G rollout. “They’ve taken a leap to really be at the forefront. They want to drive change — they don’t just want to sit around and wait for it to happen,” said Schirren.
According to Ericsson’s Mobility Report, the Gulf is on track to achieve 90 per cent 5G adoption by 2030. With most Gulf countries already among the top five globally in 5G network performance, Schirren attributes the rapid advancement to three factors: proactive government agendas, operator ambition, and the tech-savvy nature of the population. “Every single strategy I’ve seen from our customers is about being number one in performance,” she says.
Schirren pointed out that several operators in the region have already deployed 5G standalone (SA) networks, unlike many global peers. “Only about 30 per cent of the
world outside of China has built standalone 5G. That’s really where the capabilities of 5G get exposed — whether it’s slicing, APIs or differentiated connectivity,” she said.
Beyond consumer use cases, enterprises are playing a growing role in the 5G monetisation story. “With 5G, we’re moving away from just pure volume of data. It’s now about differentiated connectivity— what can we do with the network, how can we prioritise traffic for emergency services, or design offerings for gamers, or set up a dedicated slice for a Formula 1 race or a concert,” she added.
data science for young Emiratis. Schirren confirmed that Ericsson is working closely with communications service providers (CSPs) and ministries to bridge the digital divide. “We always do audits and analysis of the network’s performance to identify coverage holes and direct investments. It’s not just about monetisation — it’s about service for the nation,” she said.
The push for AI-led networks is gaining traction too. “We’ve built AI into most of our offerings, from self-learning algorithms in network products to automated business support tools and customer interaction models. The vision is to have an autonomous, programmable network that is faster, better, and more efficient,” she said.
Schirren also highlighted FWA as a gamechanging technology, especially for enterprise, logistics and port infrastructure in the GCC. “If deployed with large spectrum, it can be better than fixed broadband in some cases. The performance of 5G now, especially with SA, allows us to do slicing for differentiated connectivity,” she said.
From a policy perspective, the Gulf’s regulatory environment has been key to enabling this momentum. “Governments here have been very pragmatic. They’ve delivered spectrum early, avoided charging high upfront fees, and been clear that digital infrastructure is foundational to national visions. They’re more leading than learning at this point,” she said.
The region’s telecom ambitions are also being supported by local talent development. In 2024, Ericsson launched initiatives such as the Gen-E Graduate Program in Bahrain and Oman, as well as Excelerate&, a 12-month programme in collaboration with e&, focused on 5G, cloud and
On sustainability, Ericsson has committed to halving total value chain emissions by 2030 and achieving net zero by 2040. “We’ve always strived for every generation of products to deliver more with less,” said Schirren. “We work closely with partners, and sustainability is now embedded in how we evaluate vendors and shape our business model.”
Initiatives like the energy-saving software deployed with Batelco in Bahrain have already cut energy consumption by 30 per cent. Ericsson’s product take-back programmes and monthly knowledge-sharing sessions further embed sustainability into its operations and partnerships. The company has also been recognised by Corporate Knights as one of the world’s most sustainable large corporations in 2024.
Looking ahead, Schirren believes the region is well-positioned to become a global digital leader. “We’re extremely proud to play such a critical role when it comes to the vision of digitisation,” she said. “We’re already seeing real-world use cases like traffic management, connected recycling, and defence connectivity. Now it’s about working with stakeholders to turn this vision into reality.”
We look at the strategic role of logistics in the UAE’s Dhs4tn non-oil
Over the past decade, the UAE has steadily advanced its national vision to develop a diversified and futurefocused economy.
Central to this strategy is the growth of nonoil sectors such as trade, logistics, and innovation, which play an increasing role in shaping the country’s long-term economic resilience. Trade performance, in particular, reflects this shift. The UAE is now on track to reach Dhs4tn in non-oil foreign trade by 2027, ahead of the original timeline. In Q1 2025 alone, non-oil trade grew by 18.6 per cent year-on-year, reaching Dhs835bn. These figures point to sustained momentum in the country’s efforts to strengthen its role in global commerce.
This progress is supported by long-term planning, continued investment in infrastructure, and alignment with national strategies focused on improving global market access and supply chain connectivity.
A favourable geographic location is just the starting point. Sustained trade growth demands a highly efficient, scalable logistics ecosystem. From Dubai International Airport and Dubai World Central to Jebel Ali Port and Khalifa Industrial Zone Abu Dhabi, the UAE’s world-class infrastructure has long enabled regional and global connectivity. But true success comes from how infrastructure is integrated with data-driven logistics operations and real-time visibility systems that ensure goods keep moving smoothly. This intersection of physical infrastructure and smart technology is what powers a next-generation logistics network. The effective integration of air and ground hubs with multimodal networks such as ocean and road must now be paired with digital trade solutions, AI-enhanced supply chain tools, and efficient customs clearance systems. Together, these elements form the backbone of an agile and responsive trade ecosystem.
IN THE UAE, SMALL AND MEDIUM ENTERPRISES (SMES) REPRESENT OVER 94 PER CENT OF BUSINESSES. THEIR ABILITY TO ACCESS INTERNATIONAL MARKETS EFFICIENTLY AND AFFORDABLY IS FUNDAMENTAL TO REACHING THE DHS4TN GOAL
The UAE’s logistics sector has transformed into a strategic enabler of economic diversification. It drives not only exports but also complex re-export and transshipment operations. This integrated tech-enabled model enables goods to move swiftly across free zones, border points, and international gateways, supporting the nation’s ambition to lead global trade flows.
In the UAE, small and medium enterprises (SMEs) represent over 94 per cent of businesses. Their ability to access international markets efficiently and affordably is fundamental to reaching the Dhs4tn goal.
Smart logistics providers now offer digital tools that help SMEs manage complex shipping and import tasks. These include near real-time tracking, digital trade documentation, and all-in-one platforms that provide access to multimodal, express shipping, and freight forwarding services. Such solutions simplify global trade, empowering smaller businesses to operate with the agility of larger firms without the need for deep in-house logistics capabilities. Whether it is a date producer in Al Ain exporting to Europe or
Taarek Hinedi is the VP - Middle East and Africa operations at FedEx
a design entrepreneur in Sharjah tapping into Gulf e-commerce markets, the logistics infrastructure and smart solutions available today are lowering barriers to global trade participation.
The future of logistics is digital and sustainable. Technologies such as artificial intelligence, internet of things, and predictive analytics are enhancing supply chain visibility, route optimisation, and shipment security. These innovations not only enhance customer experience but also drive operational efficiency, which is essential in an era of rising demand and evolving consumer expectations.
At the same time, the sector is embracing a responsibility to the environment. Logistics companies can work towards their own sustainability goals, and contribute to their customers’, by electrifying fleets, offering sustainable packaging, and using technology to design smarter, optimised delivery routes. The UAE’s own net-zero ambitions reinforce this momentum, encouraging stakeholders to invest in greener, more responsible logistics systems.
Reaching the Dhs4tn trade milestone is not the end goal. It is part of a larger economic transformation. To sustain this trajectory, collaboration between government entities, trade enablers, and logistics providers is essential. Successful partnerships will ensure that infrastructure development is matched by innovation, and that trade policies continue to support both enterprise-level exporters and growing SMEs.
While logistics may often operate behind the scenes, it is at the heart of the UAE’s future as a global trade hub. The road to 2027 and beyond will be shaped by how well we integrate infrastructure, technology, and shared ambition to keep goods and opportunities moving forward.
LOGISTICS COMPANIES CAN WORK TOWARDS THEIR OWN SUSTAINABILITY GOALS, AND CONTRIBUTE TO THEIR CUSTOMERS’, BY ELECTRIFYING FLEETS, OFFERING SUSTAINABLE PACKAGING, AND USING TECHNOLOGY TO DESIGN SMARTER, OPTIMISED DELIVERY ROUTES.
Legacy systems are holding Middle East banks back, limiting innovation, agility, and competitiveness. As digital demand surges, the case for core transformation is no longer optional — it’s urgent
In the Middle East’s fast-evolving financial landscape, the call to action is clear: transform or be left behind. As regulators push for greater transparency and fintech disruptors reshape customer expectations, traditional banks still reliant on legacy systems face a pivotal moment.
Increased demand for frictionless, context-aware, digital banking in the region underscores this urgency. Over 95 per cent of transactions at leading UAE banks are now conducted digitally, with more than 90 per cent of banking services accessible via smartphones.
Yet many banks remain anchored to outdated core systems, deploying new systems to cater for new requirements via a patch-based strategy. As the pace of change continues to accelerate, this model is no longer viable.
Operational inefficiency is a major concern. Legacy
platforms are slow and costly, requiring manual processes and lacking real-time capabilities. Today’s AIpowered tools can boost productivity by up to 30 per cent, offering a clear business case for modernisation.
Regulatory compliance is also growing more complex. With initiatives like open banking, digital currencies and sandbox environments emerging across the GCC, traditional systems often struggle to meet evolving regulatory demands.
Rising costs further compound the issue. Maintaining legacy systems can absorb up to 70 per cent of a bank’s IT budget, according to Celent. In an era of margin pressure and economic uncertainty, such inefficiencies are unsustainable.
Customer expectations are accelerating the pace of change. A striking 67 per cent of Gen Z consumers in the UAE and Saudi Arabia prioritise personalised experiences, while 70 per cent in the UAE and 71 per cent in Saudi Arabia are willing to share personal
data in return for tailored services. Banks must offer intuitive, real-time, hyper-relevant experiences, something legacy systems were never built to deliver.
With fintechs and digital-first banks gaining ground, competition is intensifying. In 2024, neobanks globally were projected to reach nearly 400 million users, highlighting the scale of this shift.
Sticking with the status quo is no longer viable. Legacy systems stall product launches, delay compliance, and hinder innovation. Worse, they limit responsiveness to market opportunities and customer needs.
A recent study found 73 per cent of MENA banking leaders admit that rising customer expectations have exposed weaknesses in their customer experience strategies, many rooted in legacy constraints.
Banks also face a growing talent gap. The skills required to maintain ageing platforms are becoming scarce and expensive, increasing operational risk and making long-term reliance unsustainable.
Rudy Kawmi is the VP and MD – Middle East, Africa and Asia-Pacific, Universal Banking at Finastra
into their systems. Some are outdated, others critical. A successful transformation requires carefully assessing which ones to retain, rework, or retire, while avoiding the trap of rebuilding legacy inefficiencies on new platforms.
Core systems are deeply embedded in broader ecosystems. Payment gateways, credit platforms, and compliance engines, all must continue functioning seamlessly during and after the transformation. Using APIs and middleware to manage integrations, along with thorough testing, is essential.
ALLOWS
TO EVOLVE INCREMENTALLY, LAYERING MODERN COMPONENTS ALONGSIDE LEGACY SYSTEMS. IT SPREADS COSTS AND REDUCES RISK BUT CAN RESULT IN TEMPORARY INTEGRATION CHALLENGES.
When it comes to modernising core systems, banks typically consider two paths: rip and replace, or gradual modernisation.
A rip-and-replace strategy offers a clean break and full access to next-gen capabilities. However, it involves considerable time, cost, and disruption.
Gradual modernisation, via a ‘symbiosis’ approach, allows banks to evolve incrementally, layering modern components alongside legacy systems. It spreads costs and reduces risk but can result in temporary integration challenges.
There is no universal answer. The right approach depends on a bank’s structure, strategy, and readiness. But one truth remains: transformation isn’t just about technology. It’s also about aligning people, processes, and culture.
Despite the clear benefits, three recurring concerns often stall core transformation — the “elephants in the room”:
01
Over time, many banks have built bespoke features
Transferring sensitive financial data is arguably the most complex task. It involves cleaning, validating, and migrating massive datasets while ensuring privacy, integrity, and compliance with local regulations. With 78 per cent of regional banks citing legacy systems as barriers to digital delivery, data readiness is now a strategic priority.
Partner wisely: Fintechs and technology experts can reduce the risks of transformation, offering execution capabilities that let banks focus on delivering value to customers.
Embrace cloud innovation: Forecasts predict the global digital banking platform market will grow from $11.56bn in 2025 to $22.30bn by 2030. Cloudready systems offer scalability, speed, and flexibility; enabling rapid innovation while remaining compliant with regional regulations.
Foster a culture of change: Transformation requires more than new tools. Banks must invest in upskilling talent, encouraging innovation, and managing change effectively across all levels of the organisation.
The Middle East is already setting global benchmarks in digital banking. But legacy infrastructure continues to hold back many institutions. The cost of delay is rising in competitiveness, in customer trust and in future readiness.
The path forward is challenging, but the tools, talent, and partners to succeed are all within reach. It’s time to confront the elephants in the room, and build banking systems fit for the future.
Dalia Nabil is the cloud and network services head of Applications Pre-Sales at Nokia Middle East
Artificial intelligence is key to defending the GCC’s 5G networks, enabling real-time threat detection and autonomous response in a complex digital landscape
Just after midnight, an autonomous truck eases through the gates of a Gulf port. No driver checks the manifest; instead, hundreds of 5G-connected sensors, such as cameras, lidar and RFID readers, compare the cargo against digital twins in the cloud and clear it for unloading in seconds. Across town, a cardiologist reviews a real time ultrasound streamed from a rural clinic, while a drone patrols an oil pipeline 400 kilometres away.
These scenes, once science fiction, are a daily reality in the GCC’s 5G era, and they depend on one fragile commodity: trust in the network.
5G’s architecture is unlike anything the telecom industry has built before. Where 4G was largely centralised, 5G is disaggregated and software defined, stretching from core data centres to micro edge nodes on lampposts. Every virtualised function, open API and IoT endpoint multiplies the number of places an attacker can hide.
Cybercriminals have noticed. Signalling storms designed to overwhelm the 5G core, lateral moves between network slices, and AI generated malware that morphs faster than human analysts can respond are no longer edge cases, but the new normal. Add billions of low-cost, often poorly secured IoT devices, and the region’s digital transformation sits on an invisible fault line.
For years, telecom security relied on signature-based
tools: if traffic matched a known bad pattern, block it. That worked when networks were slower, and threats evolved at human speed. In a 5G world where a single slice can spin up or down in milliseconds, static rules are a losing game. Defenders need to spot anomalies they have never seen before, buried in petabytes of encrypted traffic, and decide what to do immediately.
Artificial intelligence changes the equation by giving the network a kind of situational awareness. Instead of searching for known signatures, machine learning models learn the normal rhythm of every cell site, core function and API call. When something deviates, an unusual DNS request from a smart meter, a spike in signalling on a rarely used slice, AI flags it in real time and, crucially, suggests a response.
Yet detection is only half the story. The real breakthrough comes when the network can defend itself. The emerging model of autonomous networks uses agentic AI: software agents that sense, decide and act without waiting for a human ticket. If a slice carries mission critical healthcare data and the AI detects an anomaly, the network can automatically isolate that slice, spin up a clean instance and reroute traffic, all before clinicians notice a glitch.
Recent advances show how autonomous defence is becoming a reality. New agentic AI features built on a telco trained large language model now spot security threats in real time, cutting the dwell time between an intrusion and its removal from the network from days to minutes. A ‘Threat Hunt’ assistant, fuelled by live telemetry and industry threat intelligence, surfaces anomalies and recommends precise containment steps, while signature validation safeguards
stop untrusted software from entering the cloud native environment. Together, these capabilities prove that closed loop security can already shrink remediation windows and lower operational overhead for 5G service providers.
Looking ahead, three forces will shape the region’s defensive posture:
01 Pervasive AI agents embedded in every network function, moving protection closer to where data originates.
02 Intent driven orchestration that lets operators express outcomes (“keep latency under five milliseconds for autonomous vehicles”) while AI translates intent into real time policy.
03 Open ecosystems such as the GSMA Open Gateway, where standardised APIs allow developers to build applications that inherit telco grade security from day one.
For GCC operators, the path forward is clear: Start with SaaS security platforms to gain AI capabilities without heavy Capex.
Prioritise data quality — well labelled telemetry is the fuel for effective machine learning.
Invest in talent so cyber teams can partner with AI, shifting from manual investigation to strategic risk management.
The Gulf’s digital ambitions, from smart city megaprojects to AI powered energy grids, will only succeed if the underlying networks are secure. Waiting for the perfect moment to adopt AI driven defence is a risk. Threat actors are already using automation; defenders must do the same.
A proven track record, recognised by analysts and validated in live 5G deployments, shows that AI and autonomy are not distant promises but practical tools available now. By embracing them, GCC service providers can protect national infrastructure, safeguard citizen trust and unlock the full economic promise of 5G.
THE EMERGING MODEL OF AUTONOMOUS NETWORKS USES AGENTIC AI: SOFTWARE AGENTS THAT SENSE, DECIDE AND ACT WITHOUT WAITING FOR A HUMAN TICKET.
In an industry where perception travels fast, performance often draws scrutiny. Growth calls for grit, resilience and integrity
Over the past two decades, our company has grown across multiple dimensions. Today, our partner network spans 400 insurance companies across 85 countries. We’ve strengthened our presence in Europe through London and Paris offices, set up our regional headquarters in Saudi Arabia, and planted new roots in the UAE’s DIFC, where we’ve expanded operations under the region’s most ambitious regulatory frameworks.
We’ve witnessed many players retreat under pressure from reputational challenges, pricing gaps, or claims burdens. Staying is continuity. It means underwriting with conviction, responding to crises in real time, absorbing shocks, and learning fast.
It starts with investing in our people. Our 400-strong team today represents 15 nationalities, with 40 per cent holding advanced certifications from the most reputable industry bodies and business institutions. This depth is what allows us to go beyond conventional service models and into sector-specific, high-impact solutions covering cyber insurance, D&O, energy, NATCAT modeling, and other critical and niche areas.
Specialisation is the very foundation of our operating model. It’s about understanding clients’ real-world operations, why they do what they do, and when they need us most. They need us when their liquidity is tested, when regulatory audits come, and when claims threaten to ruin reputations.
When losses occur – and they will – our role isn’t to find accounting loopholes. It’s to bring clarity, fight for resolution, and partner on remediation.
It’s a commitment that has also extended to our claims capabilities in a market where delays and deflection are normalised. Leveraging global relationships with loss adjustors, legal
advisors, and reinsurers, we’ve resolved hundreds of complex claims and earned delegated authority across more than 15 lines.
Our role as strategic advisors – not service providers – isn’t limited to the business lines we offer. It is reflected in the businesses we choose to serve. We don’t cherry-pick our portfolio based on volume, visibility, or profitability. Our clients of all sizes and sectors include multinational insurers, regional conglomerates, and SMEs entering high-risk categories.
Our role as strategic advisors – not service providers – isn’t limited to the business lines we offer. It is reflected in the businesses we choose to serve. We don’t cherrypick our portfolio based on volume, visibility, or profitability.”
The strength we lend these partnerships comes not only from our scale, but also from our structure. Our parent investment group Chedid Capital’s support model, built around governance, risk, and compliance, is what allows us to move with confidence in any market. It’s also what gives our partners the assurance that we hold the regulatory foundation, the resources, and the reach to protect their growth – nowhere more evidently than in our status as an official Lloyd’s broker since 2015. This status is a testament to underwriter trust, transparency, and capacity.
We’ll keep investing in talent, technology, and territories. We’ll keep pushing for solutions beyond conventional and transactional models. And when the market calls for clarity, we’ll answer.
The image of CEOs often look effortless from the outside, but the reality is far more complex. We uncover what truly defines effective leadership – and why it’s tougher (and more rewarding) than it looks
We’ve all thought about it. What exactly does the CEO do all day?
We may have considered this from the position of an employee, or launching a business and becoming the default CEO in the process, or perhaps being deep into a career full of leadership positions and taking a moment to reassess priorities. Whatever the case, it’s easy to fall into the trap of idealising someone else’s leadership, looking around and thinking that
the well-known CEOs we see in the media are performing effortlessly. They’re not.
Effective leadership can be complex. According to recent data, 72 per cent of leaders report feeling burned out by the end of the day, and only 27 per cent feel they are highly effective at leading hybrid or virtual teams – a common issue these days. So, in this article, I’ll look first at why leadership is so difficult and reveal how the best leaders overcome this by understanding the qualities and skills necessary for success.
I’ll also give my view that, ultimately, it’s about mindset. You can’t stop the problems, challenges and difficulties arising – and you can’t fix them all, either. But you can control how you think about them and how you approach them. That’s why in this article you’ll find me continually going back to mindset as the key aspect of successful leadership.
We can make assumptions, but it’s best to look at the facts, and a particularly notable piece of research was commissioned to answer this question. In a study that
started in 2006 and lasted until 2018, two Harvard professors tracked the daily activities of 27 CEOs at businesses that had an average annual revenue of over $13bn. They found that, on average, CEOs worked 9.7 hours daily and spent nearly 80 per cent of weekends (and 70per cent of their holidays) working. Their time can be broken down as follows. Almost three-quarters of the CEO’s time was scheduled in advance, with the rest being more spontaneous. When we break this down further, 25 per cent of their time was focused on people and relationships, 25 per cent on business unit reviews, 21 per cent on strategy, 16 per cebt on organisation and culture, 3 per cent on professional development, and 1 per cent on crisis management.
When it comes to other top leadership positions, we can see a clear difference in the CEO setting the vision and driving the overall strategy, while the COO is primarily focused on the operational aspects of executing that vision. So these roles are distinct but interconnected. The CEO is shaping the company’s direction and engaging stakeholders, while the COO ensures the engine runs smoothly, aligning internal processes and resources to deliver on the agreed-upon goals. This separation is crucial, as it enables the CEO to focus on outwardfacing responsibilities such as investor relations, partnerships, and long-term planning, while the COO concentrates on day-to-day operations and organisational efficiency.
company’s potential. But with resource limitations and competing priorities, these decisions are often difficult. Leaders must weigh immediate needs against long-term objectives and decide which projects or departments will receive funding, support and attention.
FROM HIRING THE RIGHT TALENT TO MENTORING FUTURE LEADERS, ALL C-SUITE MEMBERS, AND LEADERS MORE GENERALLY, ARE DEEPLY INVOLVED IN PEOPLE MANAGEMENT.
CULTURE: Culture is the backbone of any company, and leaders play a pivotal role in shaping and preserving it. They must communicate the company’s values, encourage a culture that aligns with its mission, and ensure that every employee feels valued and engaged. When cultural issues arise, leaders must address them head-on to maintain a positive, productive environment.
MANAGING PEOPLE: From hiring the right talent to mentoring future leaders, all C-suite members, and leaders more generally, are deeply involved in people management. This includes providing feedback, setting goals, and aligning individual contributions with organisational priorities. Leaders often have to make tough calls about staffing, including making personnel changes to support the business’s strategic needs.
At this point, it’s also worth separating ‘leadership’ and ‘management’. Yes, they are complementary, but they should remain distinct. Both are crucial for an organisation’s success, yet many businesses today suffer from excessive management and insufficient leadership. The true challenge lies not in choosing one over the other, but in fostering both leadership and management in tandem, ensuring they work together to support and balance each other.
So, let’s look at what the CEO does in more detail: DEFINING VISION AND STRATEGY: The first task of any leader is setting a clear vision for the future. This means understanding where the organisation needs to go, analysing trends, and making decisions that will shape long-term success. Strategy development is more than just planning. It involves anticipating market shifts, responding to competitive challenges, and sometimes reinventing the organisation to stay relevant.
MAKING TOUGH DECISIONS: Leaders must allocate resources in a way that maximises the
NAVIGATING CRISIS AND CHANGE: Crisis management requires resilience, composure and a relentless focus on finding solutions. These can range from team conflicts to communication breakdowns between departments or simple errors that need immediate attention. Fires can flare up unexpectedly, and leaders often need to drop everything to deal with them.
DELIVERING FINANCIAL PERFORMANCE: Every leader is ultimately responsible for their organisation’s financial performance. This includes setting revenue targets, controlling expenses, and ensuring the company remains profitable and sustainable. Balancing financial goals with other priorities often requires tough trade-offs.
Leadership is often difficult because it encompasses three key challenges that never stop. First, there is the constant presence of uncertainty with leaders required to make decisions with incomplete information, weighing risks against potential rewards. This ambiguity can be a persistent source of stress, as each decision influences the organisation’s future and the lives of employees and stakeholders. Second, accountability adds immense pressure. Everyone has
IT’S NOT ALL STRUGGLE FOR LEADERS. ONE STUDY SHOWED THAT AROUND 63% OF C-SUITE EXECUTIVES FIND MEANING IN THEIR WORK
a boss, and leaders are answerable to shareholders, employees, customers, and the wider public, leaving them under intense scrutiny. They must take responsibility for both successes and failures while navigating criticism.
Finally, the challenge of competing demands makes leadership especially taxing. Balancing financial goals, employee satisfaction, and other priorities requires leaders to manage short-term needs without losing sight of long-term objectives – a delicate task made even more challenging when resources are constrained.
Let’s start with mindset. Leaders who embrace a growth mindset will view challenges as opportunities to learn (rather than obstacles). They seek feedback, adapt to new information, and continuously strive to improve. This mindset helps them remain flexible in ever-changing environments and keeps them open to innovative solutions. By treating challenges as stepping stones, these leaders cultivate resilience and inspire others to do the same.
AND
YET, LEADERSHIP COMES WITH CHALLENGES, INCLUDING NAVIGATING PERSONALITY CLASHES AND MANAGING DIVERSE TEAM DYNAMICS.
Leadership often involves high-stakes situations that can be emotionally draining. To manage these pressures, many leaders invest in emotional resilience training, learning techniques such as mindfulness, meditation, and cognitive behavioural strategies. While we saw earlier that leaders often don’t spend much time on professional development, learning these new approaches can help them process stress, maintain composure, and approach challenges with a clear mind.
In short, do the job better — and for longer. Maintaining physical and emotional well-being through exercise, rest, and reflection ensures leaders remain sharp and balanced. After all, resilient leaders are better equipped to navigate complex dynamics and sustain their focus in demanding roles.
So, while leadership responsibilities can be rigorous, the mindset brought to these tasks makes all the difference. Great leaders understand their team’s diverse motivations and work to align individual goals with organisational objectives. They practise clear, two-way communication, ensuring that expectations are mutual. Adaptability is also key as team dynamics and corporate goals change; successful leaders adjust their approaches to remain effective and supportive.
Strong leaders are also attentive listeners who foster a culture of open dialogue, encouraging collaboration and idea-sharing. Yet, leadership comes with challenges, including navigating personality clashes and managing diverse team dynamics. Not everyone will resonate with a leader’s style or decisions, and not everyone will like you, but what matters is the ability to inspire trust and respect even amid differences.
And let’s not forget delegation. Delegating tasks empowers teams, builds resilience across the organisation, and allows leaders to focus on high-impact decisions. As Bill Gates said, ‘As we look ahead into the next century, leaders will be those who empower others.’
It’s not all struggle for leaders. One study showed that around 63 per cent of C-suite executives find meaning in their work, with those numbers dropping off considerably as you move further down the organisational chart. Ultimately, the role of a leader – especially in large organisations – encompasses a wide array of challenging tasks and responsibilities. While these tasks are inherently difficult, leaders can develop the mindset and resilience needed to rise to the challenge.
Through a combination of practical strategies and mental preparation, they can equip themselves to lead effectively, inspire their teams, and navigate the complexities of modern business. Leadership may never be easy, but with the right approach, it can be both rewarding and impactful.
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AS HIGH-NET-WORTH INDIVIDUALS FLEE ECONOMIC UNCERTAINTY AND POLITICAL INSTABILITY, THE EMIRATES IS EMERGING AS THE WORLD’S TOP DESTINATION FOR RELOCATING WEALTH
Asilent but powerful global shift is underway, and the UAE is at its centre. In 2025, an estimated 142,000 millionaires will relocate across borders, according to citizen advisory experts Henley & Partners. Of those, the largest share — a net 9,800 — will move to the UAE, bringing with them around $63bn in investable wealth.
“This mass movement of millionaires represents the largest voluntary transfer of private capital in modern history,” said Dr Juerg Steffen, CEO of Henley & Partners, in the firm’s Great Wealth Flight report.
He describes the trend as a “profound shift in economic influence,” with countries now competing not just for talent, but for the fortunes that follow it.
Nowhere is that competition more evident than in the UAE.
Dubai and Abu Dhabi have long attracted global capital, but in recent years, the Emirates has taken that appeal to new heights. A zero income tax regime, probusiness regulation, and geopolitical neutrality have created a compelling base for entrepreneurs, investors and global citizens alike.
“This is not just about favourable tax,” said Vishwajit Patil, senior executive officer at Nuvama Private DIFC, during a recent Gulf Business investment trends panel.
“When evaluating relocation destinations, clients typically consider five key pillars: geopolitical stability; healthcare
and education infrastructure; cost of living and lifestyle; strategic location and connectivity; and ease of business setup and residency options. In all these aspects, Dubai stands out.”
Patil, whose firm expanded into Dubai in 2024, said the emirate’s appeal lies in its efficient systems and strategic positioning.
“Whether it’s the efficiency of the Golden Visa process, access to top-tier healthcare and education, or the agility of government systems: the UAE offers an unmatched level of service and speed,” he said.
For emirates such as Dubai, this surge isn’t just reflected in migration statistics: it’s showing up in luxury consumption data, too. The Julius Baer Global Wealth &
Lifestyle Report 2025 ranks Dubai seventh globally for the cost of living, well ahead of London, Monaco, and Zurich.
Affluent newcomers are driving sharp increases in demand for high-end goods and services. Prices for luxury cars jumped 12.5 per cent. Residential property surged 17.4 per cent. Notably, Dubai now offers more than double the prime residential space per dollar compared to London, making it an appealing choice for relocating HNWIs.
“Dubai is not only growing; it is shaping the future of urban living,” said Rishabh Saksena, co-head Global Asset Class Specialists at Julius Baer.
“Its exceptional infrastructure, luxurious real estate, and status as a thriving hub for global citizens have firmly established it as a top destination.”
That growth is backed by longterm vision. The city’s D33 economic agenda aims to double the size of the economy by 2033, while its wellness infrastructure is evolving into a full-fledged longevity ecosystem. With the over-60 population expected to grow by 29 per cent by 2050, Dubai is investing in residential biosensor tech, AI-driven health solutions, and futureproof healthcare.
The UAE’s rise is also transforming its financial ecosystem. As wealth shifts globally, Dubai and Abu Dhabi are positioning themselves as trusted anchors for family offices and asset management.
According to Sheheryar Rasul, CEO Group Wealth Management at Habib Bank AG Zurich, “We see continued growth in Dubai International Financial Centre, as it becomes the epicentre of client activity. To this effect, we opened our DIFC branch back in 2022 to improve and enhance our client engagement.”
The Dubai International Financial Centre (DIFC) has experienced rapid evolution. Habib Bank AG Zurich, which offers bespoke advice to help HNW and UHNW clients navigate wealth structuring and succession planning, has seen the benefits of these changes first-hand.
Tim Denton, senior executive officer of the bank’s DIFC branch, said: “Recent changes in the UAE in the form of common law foundations in the DIFC and ADGM have made an enormous step forward in
terms of succession planning for UAE businesses. The vision of the rulers of the UAE in enabling such legislation is to be applauded, as it has moved the UAE from a situation before 2020, where succession planning and business continuity were a huge challenge, to a situation now where robust planning is readily available.”
The foundation of the UAE’s migration strategy is its Golden Visa programme. Introduced in 2019 and revamped in 2022, the scheme offers five- and ten-year residency options tied to property investment, entrepreneurship, and talent.
Speakers at the Gulf Business panel further agreed that the UAE must continue to attract both locals and internationals by remaining competitive and forwardthinking. But they agreed that so far, it’s done that well.
THE LARGEST SHARE
NET 9,800 — WILL MOVE TO THE
BRINGING WITH THEM AROUND $63BN IN INVESTABLE WEALTH
Henley & Partners data supports this. The UAE ranks as the second most popular “address country” among its investment migration applicants, trailing only the US: a sign not just of interest, but of commitment.
Indeed, Dubai’s HNWI population has grown by 102 per cent over the past decade, according to Julius Baer.
While the UAE enjoys a windfall of wealth, others are experiencing capital flight. The UK is forecast to lose 16,500 millionaires this year, the largest net outflow ever recorded. Policy changes, including the closure of the Tier 1 investor visa and reforms to the non-dom tax regime, have accelerated the exodus.
The US, meanwhile, continues to attract millionaires with its entrepreneurial ecosystem, drawing a projected 7,500 in 2025.
With 165,000 millionaires expected to migrate annually by 2026, the landscape is shifting fast.
As Julius Baer’s Rishabh Saksena puts it, “Dubai is not only growing — it is shaping the future of urban living.” And in a world where capital moves quickly, that may be the UAE’s greatest asset.
DEWA IS PIONEERING BOLD INVESTMENTS IN SOLAR, HYDROGEN, HYDROELECTRIC, AND AI-POWERED SMART GRIDS. MANAGING DIRECTOR AND CEO HE SAEED MOHAMMED AL TAYER EXPLAINS THE PROGRESS
WORDS: GARETH VAN ZYL
With a bold vision for net-zero emissions and a $1.9bn smart grid transformation underway, Dubai Electricity and Water Authority (DEWA) is at the heart of the UAE’s clean energy transition. Under the leadership of His Excellency Saeed Mohammed Al Tayer, MD & CEO, the authority is deploying cutting-edge technologies — from AI and hydrogen to solar and hydroelectric power — to drive Dubai’s ambitious sustainability goals.
In an exclusive interview, Al Tayer outlines how DEWA is not only keeping the lights on for a fast-growing city, but also setting global benchmarks in energy efficiency, water supply, innovation and carbon reduction.
“We work in line with the vision and directives of His Highness Sheikh Mohamed bin Zayed Al Nahyan, President of the UAE, and His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai,” Al Tayer tells Gulf Business.
“Our efforts are focused on supporting sustainable development and addressing current and future challenges in the energy sector. This includes accelerating the transition to clean and renewable energy sources to reduce carbon emissions, preserve our natural resources and protect the environment for generations to come.
“In Dubai, we have adopted a clear strategy to transform the emirate into a global hub for clean energy and a green economy. This is being achieved through pioneering projects that support both the Dubai Clean Energy Strategy 2050 and the Dubai Net
Zero Carbon Emissions Strategy 2050, which aim to ensure 100 per cent of the emirate’s energy production capacity comes from clean sources by 2050.”
Added to this, Al Tayer says DEWA has developed its Independent Power and Water Producer (IPWP) model by utilising the best international experiences and practices. DEWA has succeeded in attracting investments worth more than Dhs43bn to implement IPWP projects.
Nowhere is DEWA’s clean energy ambition more visible than at the Mohammed bin Rashid Al Maktoum Solar Park, the largest single-site solar park in the world. With a current capacity of 3,860MW, the park will reach 7,260MW by 2030: enough to power nearly two million homes and reduce carbon emissions by over eight million tonnes annually. This surpasses its original target of supplying 5,000MW. Its carbon emissions reduction is also set to reach 8 million tonnes (Mt) of CO₂ annually, surpassing the original target of 6.5Mt. Moreover, Dhs50bn is set to be invested in the project in the coming years.
“This project is at the forefront of technological advancement in renewable energy,” Al Tayer explains. “It reflects the UAE’s commitment to clean energy and positions Dubai as a global leader in solar innovation.”
Built using the independent power producer (IPP) model, the solar park has driven down energy tariffs to record lows. In 2023, the sixth phase attracted the lowest bid received at the Mohammed bin Rashid Al Maktoum Solar Park for solar PV, at just 1.62 US cents per kilowatt-hour.
“Our IPP model has significantly lowered solar costs and attracted major global investment,” he says. “It shows that clean energy can also be cost-competitive.”
The park has already notched up four Guinness World Records: including the tallest CSP tower at 263.12 metres, the longest continuous operation of a concentrated solar power plant, the world’s first 3D-printed laboratory as well as the world’s largest solar-powered data centre. In 2024, DEWA won the Energy Infrastructure Award at the S&P Global Platts Energy Awards for the Mohammed bin Rashid Al Maktoum Solar Park, and its fourth phase won the SolarPACES Technology Innovation Award for pioneering advancements in solar energy. “This recognition validates a decade-long
3,860MW current operational capacity
7,260MW targeted by 2030
4 Guinness World Records
8 million tonnes of CO₂ reduction annually by 2030
1,000MW of storage capacity from the Battery Energy Storage System (BESS) in Phase 7
1.62 US cents/kWh (2023)
Continuously achieving lowest solar tariffs globally
285+ Emiratis trained in clean energy
journey of innovation,” says Al Tayer, noting that the park was also the first renewable energy project in MENA to be named Best Sustainable Project at the MEED Quality Awards back in 2014.
At the core of DEWA’s digital transformation is also its $1.9bn investment in smart grid technology: a major step towards automating and optimising Dubai’s energy and water networks.
“Our smart grid enables real-time monitoring, enhances efficiency, and supports automated decision-making using artificial intelligence and the Internet of Things,” says Al Tayer. “It is a critical pillar in our strategy to deliver seamless, sustainable utility services across Dubai.”
The grid modernisation programme spans generation, transmission and distribution networks and plays a key role in supporting renewable energy integration, especially as clean sources become the dominant part of Dubai’s energy mix. DEWA is also implementing AI accross this whole value chain of electricity and water.
Beyond solar, DEWA is diversifying into other clean energy sources. It is finalising the region’s first pumped storage hydroelectric station in Hatta, which will have capacity for 250MW using water stored in the Hatta Dam and an upper reservoir built in the
mountains. The plant will have 1,500MWh of storage capacity and an 80-year lifespan.
“This project is a milestone for the UAE’s energy sector,” Al Tayer says. “It uses gravity and stored water to deliver reliable power with minimal environmental impact.”
Another standout is DEWA’s Green Hydrogen project: the first in MENA to produce hydrogen using solar power. Located at the solar park, the pilot plant produces 20kg of hydrogen per hour and acts as a testbed for future hydrogen applications in transport and energy.
“The plant showcases our focus on emerging technologies like green hydrogen, which will be vital in long-term decarbonisation,” he adds.
Future phases of the solar park will also integrate advanced battery storage. The seventh phase, now under development, will feature 1,600MW of solar PV paired with 1,000MW of battery storage, making it one of the world’s largest solar-plus-storage projects.
“This will enhance grid resilience and reliability,” Al Tayer notes. “Our goal is to ensure clean energy supply around the clock.”
Central to DEWA’s strategy is the R&D Centre located within the solar park. Equipped with cutting-edge labs and facilities, the centre is testing next-gen solutions: from satellitebased grid monitoring to solar-powered water desalination.
“Our R&D Centre drives innovation across solar technologies, smart grids, energy storage and green hydrogen,” says Al Tayer. “It supports our transformation into a fully digital, AI-driven utility.”
The centre includes an ISO certified indoor and outdoor testing facilities for solar technologies, advance real-time grid simulators of the DEWA grid, robotics labs, Internet of Things development, 3D printing capabilities, and even a satellite ground station as part of DEWA’s Space-D programme. Research areas include solar and load forecasting using AI, smart grid digitalisation, and robotic maintenance for overhead lines.
“We collaborate with world-class institutions like Stanford and Khalifa University through our ‘Al Baheth’ programme,” he says. “These partnerships are essential to building local and global knowledge.”
As a result, DEWA has filed 129 intellectual property rights, and produced more than 400 publications for all of DEWA. “We foster a culture of innovation by
recognising our employees’ contributions and protecting their IP,” Al Tayer says.
Alongside technology, DEWA is investing in people. Through its Sustainability & Innovation Centre, more than 285 Emiratis have been trained in solar energy disciplines, with a focus on leadership and technical skills.
“Our Cleantech Youth Program has graduated 120 young Emiratis,” Al Tayer says. “We are equipping them with the tools to lead the UAE’s clean energy transformation.”
In 2019, DEWA also partnered with the University of California, Berkeley to launch a Master’s Programme in Future Energy Systems for Emirati professionals. These investments are paying off. “Thanks to these
MANAGING DIRECTOR & CEO, DUBAI ELECTRICITY AND WATER AUTHORITY (DEWA)
A visionary figure in the UAE’s sustainability landscape, HE Saeed Mohammed Al Tayer has led DEWA for over three decades, overseeing its transformation into a global clean energy pioneer. Key highlights from his career include:
MD & CEO of DEWA since 2004 , shaping its strategy since 1992
Guided DEWA to rank #1 globally in 12 utility KPIs , including transmission and distribution efficiency
Led DEWA’s 2022 IPO , raising $6.1bn—the largest in UAE history
Oversees 11,000 employees and more than 1.3 million customer accounts
Driving the development of the Mohammed bin
Rashid Al Maktoum Solar Park, targeting 7,260MW
by 2030 (the original target was 5,000MW)
Spearheaded the GCC’s first pumped-storage hydroelectric plant in Hatta (250MW with 1,500MWh storage)
Led Dubai’s EV infrastructure rollout , with 1,100+ charging points installed
Champion of water sustainability , driving the shift to renewable-powered reverse osmosis desalination
Launched MENA’s first solar-powered green hydrogen facility
Vice Chairman of the Dubai Supreme Council of Energy
Member of the Dubai Executive Council, Supreme Fiscal Committee, and Strategic Affairs Council
Chairman of Empower, Dragon Oil, ENOC, Dubal Holding, Oilfields Supply Center
Vice Chairman of Emirates Global Aluminium (EGA)
HE Al Tayer’s legacy is defined by innovation, infrastructure, and a relentless drive to power Dubai’s clean and connected future
Al Tayer has been awarded the inaugural ‘Life of Leadership Excellence Award’ by the Sandhurst in London, United Kingdom. He is the first recipient of this globally prestigious award in the civilian sector, which recognises his exceptional leadership journey and transformative contributions to the energy and water sectors, as well as his embodiment of the UAE’s values and visionary leadership.”
initiatives, we’ve improved PV system efficiency from 11 per cent in 2013 to 23 per cent in 2025, cutting land use by half for the same power capacity,” he adds.
DEWA’s operational excellence is reflected in its global rankings. Electricity transmission and distribution losses are just 2 per cent, compared to 6-7 per cent in the US and Europe. Water network losses are 4.5 per cent, versus 15 per cent in North America. And electricity customer minutes lost per year are just 0.94 minutes: far below the EU average of 15 minutes.
In financial terms, DEWA continues to deliver strong results. The utility reported revenues of over Dhs30bn in 2024, driven by rising demand and robust operational performance. Since its record-breaking IPO in 2022, DEWA has also delivered consistent dividends, reinforcing investor confidence.
“Our listing has helped us further support Dubai’s economy while staying focused on sustainable growth,” says Al Tayer. “It reflects our financial strength and longterm commitment.”
“We work in line with the vision of our wise leadership,” Al Tayer concludes. “Our goal is to create a better tomorrow by building a green, smart, and sustainable future.”
WORDS NEESHA SALIAN
l Ain Farms began not as a commercial venture, but as a visionary response to a national need. In 1981, with just 200 cows, the late Sheikh Zayed bin Sultan Al Nahyan — the UAE’s Founding Father — planted the seeds of what would become the country’s modern food security movement. Sheikh Zayed’s vision was clear: to build a homegrown source of “nourishment” for the people of the UAE, ensuring access to fresh, local food and dairy in a land where little grew naturally. What started as a small dairy farm has since evolved into a symbol of resilience, innovation, and national pride.
Going beyond just milk production, Al Ain Farms is now a diverse food group that encompasses poultry, juices, eggs, and even camel farming, delivering sustainable, healthy, and affordable food to everyone in the UAE. A total of five farms, including three large dairy farms that are home to over 20,000 heads of cattle and 1,000 camels, are part of this complete food production powerhouse, handling everything from farming to manufacturing and distribution. Its driving force: An efficient system that gets products from farm to shelf within 24 hours, ensuring they’re fresh. In fact, the company has never missed a day of delivery not even during Covid.
In May, Al Ain Farms achieved another milestone that qualifies its standing as a “national champion”. Unveiled at the ‘Make it in the Emirates’ forum in Abu Dhabi, the new Al Ain Farms Group was launched, forming an influential consortium of five of the UAE’s most familiar food brands — Al Ain Farms itself, Marmum Dairy, Al Ajban Chicken, Al Jazira Poultry Farm’s Golden Eggs, and Saha Arabian Farms. The consolidation marked a powerful evolution of that founding vision.
As Hassan Safi, the group CEO of AAFG, notes, their mission “has evolved into a larger vision”, with the goal to to become
the top producer of high-quality protein and drinks in the region.
“This is the start of something new,” Safi adds. “It blends great operations, brand trust, and decades of know-how to deliver high-quality, affordable food to every home in the country.”
Safi explains why now was the right time for this big step: “After Covid, food security became a top national focus. This merging helps us meet that goal by making more food, sourcing more locally, and running things more smoothly. It also makes us stronger in supporting local farmers — through long-term commitments and technical assistance.
“We’re also pushing for sustainability and cutting down on food waste throughout our whole system.”
This bold plan is strongly supported by Ghitha Holding and Yas Holding. Their involvement injects critical capital strength and operational acumen, strategically aligning AAFG’s path with the UAE’s big National Food Security Strategy for 2051. The move signals long-term confidence in local food systems, transforming the group into a national platform equipped to meet rising demand across the UAE and the wider region.
AAFG is also rethinking how food is made and moved — with AI as the game-changer. From smarter product R&D to dynamic store stocking, the group is investing heavily in tech that keeps shelves filled without overloading them. “We’re using AI to improve everything — from understanding microbiotic data for better recipes, to predicting exactly what each store needs each day,” says Safi. “It’s helping us cut waste, speed up innovation, and build a food system that’s actually built for the future.” This smart approach goes handin-hand with sustainability. Whether it’s
turning cow manure into nutrient-rich soil with help from Australian partners, recycling water on-site, or switching to in-house recycled PET packaging, AAFG is actively closing the loop. Even its convenience foods — like microwave-ready, cook-in-the-bag chicken — come with sustainability in mind. Every day, AAFG supplies 22,000 outlets around the country. “The challenge is simple: the right product, in the right amount, at the right time. That’s where AI really shines,” Safi says. “Less guesswork means less waste.”
While the company has already rolled out organic dairy products, going fully organic will take time. “Right now, we’re focused on making food secure, accessible, and healthy — for everyone,” he adds.
AAFG has mapped out a bold five-year plan for growth. At the core of this strategy are three pillars:
01 SCALE: AAFG aims to become the GCC’s largest table egg producer, targeting an output of 800 million eggs annually.
02 PRODUCT INNOVATION: The group is expanding into long shelf-life goods, value-added products, and exploring alternative proteins to meet demand.
03 REGIONAL GROWTH: Strategic partnerships and investments are underway to grow AAFG’s footprint across the region and build export-ready capabilities. While rooted in national food security priorities, AAFG is also shaping a model for regional collaboration in agri-food manufacturing. “As the UAE doubles down on food independence,” says Safi, “we see ourselves as a blueprint — advancing local innovation, reducing import reliance, and building a resilient food economy.”
AAFG stands as one of the UAE’s clearest examples of how food security, innovation, and economic ambition can converge into a scalable model.
FROM DISHWASHER TO DEALMAKER:
WITH OVER 200 HOTELS IN HIS TERRITORY, IHG’S MANAGING DIRECTOR IS DOUBLING DOWN ON SAUDI ARABIA AND THE UAE, WHILE CALLING FOR DEEPER REGIONAL TOURISM COLLABORATION AND SUSTAINABLE OPERATIONS ACROSS THE BOARD
WORDS GARETH VAN ZYL
Haitham Mattar has seen the hospitality industry from every angle. He started as a dishwasher in Atlanta, rose through the ranks of global hotel giants, and today leads IHG Hotels & Resorts across the Middle East, Africa and Southwest Asia as its managing director. But beyond the impressive career journey, Mattar is on a mission to reshape regional tourism and inspire the next generation.
“I’ve been in hospitality for over 30 years,” he tells Gulf Business. “I actually stepped away for a while to head up tourism for Ras Al Khaimah, then advised Saudi Arabia, before coming back to IHG. I started right at the bottom, in the kitchen, scrubbing pots and pans, and I learned very quickly that no job is too small in hospitality. That’s why I wrote my book Pots and Pans and Five-Year Plans: it’s intended to inspire the younger generation to dream big.”
The book, published earlier this year, dives into resilience, navigating adversity, and building a fulfilling career, whether in hospitality or another industry. It charts Mattar’s story from his childhood in Lebanon during the civil war, to immigrating to the US at age five, and launching his career at the Courtyard by Marriott in Georgia.
“I started as a dishwasher,” he recalls. “I was 17 and just wanted a weekend job like my friends. I didn’t want to rely on my family for pocket money, so I took
what I could get. But I was curious — how did the chef make breakfast? How could I master whatever role I had? That mindset stayed with me.”
From Marriott, Mattar eventually joined IHG, beginning with a role at the InterContinental Dubai on the Creek. “I started in rooms division, then became Director of Sales and Marketing. I stayed about five years before moving into a regional role covering East Africa. I left in 2011 to join Hilton, spent five years in Ras Al Khaimah, two years in Saudi, and now I’m back. This is my fifth year again with IHG,” he says. “Seems like I run on five-year cycles.”
Today, Mattar oversees a vast region spanning the Middle East, Africa, and South Asia. IHG currently operates 220 hotels in this footprint, with 180 more in the pipeline. The group is positioned to nearly double its regional presence in the next five years.
Saudi Arabia is the biggest growth driver. “We have 45 operating hotels in the Kingdom and another 49 in the pipeline. That’s over 100 per cent growth,” he says. “It’s also our 50th year in Saudi. We’ve had a presence there since 1975, and we continue to see momentum.”
In the UAE, IHG has 34 operational properties and 12 in development, representing 50 per cent growth. “Dubai remains attractive, particularly with
1987
Began career in hospitality as a dishwasher in Atlanta, USA
2000–2011
First stint at IHG, rising to Area GM and Commercial Director for the Near East
2011–2015
Hilton Worldwide, Regional VP for Sales & Marketing across MEA, Eastern Europe & Russia
2015–2019
CEO, Ras Al Khaimah Tourism Development Authority – led RAK to 1m+ visitors and launched major adventure attractions
2019–2021
Advisor to Saudi Arabia’s Ministry of Tourism and Special Advisor to the UNWTO
2021–PRESENT
Returned to IHG as Managing Director for India, Middle East, Africa & Southwest Asia, overseeing over 200 hotels
Holds an MBA from the University of Liverpool and a Marketing degree from the University of Central Florida
ownership changes. New buyers often look to rebrand, and that gives us opportunities to bid,” says Mattar. “We’ve also signed Greenfield projects, including the world’s tallest hotel tower under our Vignette Collection brand.”
Despite a high volume of new supply, Dubai’s hotel occupancy rarely dips. “The city’s average occupancy has never dropped below 75 per cent. That’s a testament to the leadership’s strategy of aligning supply with demand,” he says.
Beyond the UAE and Saudi Arabia, Mattar sees mixed readiness across the rest of the GCC.
“Oman has huge potential — rich culture, great food, incredible nature. But they haven’t fully bounced back from COVID. Key markets like Germany and the UK haven’t returned in the same numbers,” he says. “There’s a new tourism minister and a solid strategy in place, so I’m optimistic.”
Kuwait, however, has not prioritised tourism yet. “There’s limited hotel development. We’re opening a new InterContinental soon and recently launched a Vignette Collection hotel on the beach, but it’s still mainly business travel.”
Bahrain sees modest volumes, primarily from weekend travellers coming from Saudi’s Eastern Province. As for Qatar, the post-World Cup environment has created new challenges.
I STARTED RIGHT AT THE BOTTOM IN THE KITCHEN, AND I LEARNED VERY QUICKLY THAT NO JOB IS TOO SMALL IN HOSPITALITY. THAT’S WHY I WROTE MY BOOK ‘POTS AND PANS AND FIVE-YEAR PLANS’: IT’S INTENDED TO INSPIRE THE YOUNGER GENERATION TO DREAM BIG.”
“There’s a lot of supply in the market, but not yet a consistent 12-month events calendar to drive sustained demand,” Mattar explains. “Events tend to be lastminute, which causes spikes and dips in occupancy. We’d like to see more engagement between the tourism board and the private sector. There’s an opportunity for Qatar and the UAE to collaborate more on tourism. It’s just a short hop between the two.”
He also supports the upcoming unified GCC tourism visa. “It would be a game changer. Like the Schengen visa in Europe, a regional visa would allow travellers to explore multiple countries in one trip. Fly into Dubai, visit Doha, drive to Muscat — it’s all possible.”
Across all markets, Mattar is seeing a
growing demand for sustainable travel. “Today’s traveller wants to stay in hotels that practise what they preach on sustainability. They want to be part of the journey,” he says.
IHG’s Journey to Tomorrow is a 10-year global sustainability plan, and the group has embraced it across the region. “Over 85 per cent of our hotels in this region have adopted practices like water conservation, LED lighting, and energy-efficient room management systems,” says Mattar.
One example is in-house water bottling to eliminate plastic waste. Another is IHG’s “Green Engage” programme, which provides hotel managers with more than 200 actions to reduce carbon footprint and energy usage. “Many of our properties now have intelligent in-room systems that regulate air conditioning, lighting, and energy consumption based on guest behaviour,” he explains.
“Guests notice the details. They ask questions. They expect no single-use plastics. They want towels reused, not washed daily. Sustainability is now part of the decision-making process.”
When it comes to the UAE’s top source markets, India leads year-round, followed by the UK, Germany, Russia, Ukraine, and the US. “The US is especially strong for conferences,” Mattar says.
In Saudi Arabia, the guest mix is highly diverse. “The holy cities attract Muslims from all over the world — China, the US, the UK. But we’re also seeing more interest from American and European travellers who are curious about Saudi’s transformation.”
India continues to be a key market for Saudi Arabia as well. “We’re seeing more visiting friends and relatives traffic. That helps the wider ecosystem because people spend on malls, restaurants, and entertainment — not just hotel rooms.”
With rising tourism targets in both Saudi Arabia and the UAE, Mattar believes collaboration is essential.
“Whether it’s sustainable travel, regional integration, or just offering great experiences, we all have a role to play,” he says. “Our job is to help people dream big — whether they’re checking in as a guest or starting out in their career like I did.”
is key: The
GROUP CEO ADEL AL ALI SHARES INSIGHTS ON THE AIRLINE’S JOURNEY, STRATEGY, AND FUTURE PLANS
BY NEESHA SALIAN
ON THE CUSTOMER SIDE, IT’S BEEN A TOTAL SHIFT. IN 2003, JUST 10–12 PER CENT OF BOOKINGS WERE ONLINE. TODAY, MOST CUSTOMERS BOOK THROUGH MOBILE, ENGAGE WITH US DIGITALLY, AND ONLY APPEAR PHYSICALLY AT THE BOARDING GATE. TICKETLESS TRAVEL WAS ONCE UNHEARD OF — NOW IT’S STANDARD.”
As the region’s first and largest low-cost carrier (LCC), Air Arabia has played a defining role in transforming travel across the Middle East and beyond. In this conversation with Gulf Business, group CEO Adel Al Ali shares insights on the airline’s journey, strategy and future plans
QAir Arabia has set a benchmark as the MENA region’s first and largest LCC. Tell us about this journey since its 2003 launch —the successes, growth, and transformation.
It’s been a great journey, and overall, we’re very happy. Of course, like any journey, there were some bumps along the way. But we take pride in how Air Arabia has changed the way people travel in this region.
The airline has made flying more accessible and helped grow tourism and trade. We’ve connected families, created jobs, and transformed travel into something that’s for everyone — not just the wealthy.
How has Air Arabia adapted to evolving travel trends and consumer perceptions?
People and businesses have changed in the last 20 years, driven by technology and global exposure. Travel became something people wanted to do repeatedly. We provided the platform to enable that. When we started, many people didn’t even understand what a low-cost airline was. Today, it’s become second nature. We gave people choices, and we went beyond capital cities to secondary airports, making travel more personal and accessible.
Over time, we’ve helped people understand the aviation industry, not just as passengers but as informed stakeholders.
The more people understood, the more they travelled — and we grew together.
What are three key milestones that shaped Air Arabia into the success it is today?
First, the business model itself — bringing the low-cost, value-for-money airline concept to the region. That alone changed the game.
Second, overcoming perceptions. Initially, low-cost meant low-quality or unsafe to many in this region. But we proved that safety and service were paramount. Once passengers experienced the product, they saw that it was among the best economy offerings out there.
Third, going public. We were the first airline in the Arab world to list. That connected our customers to the business — they became shareholders. It built loyalty and transparency.
We’ve also weathered geopolitical disruptions and crises such as the Covid-19 pandemic. Looking back, these challenges made us stronger and more agile.
How has technology played a role in shaping operations and customer experience?
Massively. Operationally, tech helps us fly better, manage fuel, and run multiple hubs remotely. We can operate out of Morocco, Egypt, Pakistan, and the UAE from one central team.
On the customer side, it’s been a total shift. In 2003, just 10–12 per cent of bookings were online. Today, most customers book through mobile, engage with us digitally, and only appear physically at the boarding gate. Ticketless travel was once unheard of — now it’s standard.
AI, real-time data, contact centers replacing call centres — it’s all enabled faster service and deeper customer knowledge. Tech is now a top-three cost
PEOPLE AND BUSINESSES HAVE CHANGED IN THE LAST 20 YEARS, DRIVEN BY TECHNOLOGY AND GLOBAL EXPOSURE. TRAVEL BECAME SOMETHING PEOPLE WANTED TO DO REPEATEDLY
after aircraft and fuel, and it’s an investment we’ll continue to make.
With sustainability top of mind, how is Air Arabia approaching sustainable aviation fuel (SAF) and greener operations?
Technology allows us to monitor efficiency, including fuel burn and engine performance. We continuously work on reducing environmental impact — newer engines, smarter flight paths and SAF initiatives. Sustainability and efficiency go hand in hand, and we’re fully committed to both.
Air Arabia is known for its consistent growth—new hubs, underserved routes and fleet expansion. What’s the thinking behind this strategy?
Our strategy is demand-driven. We go where there’s a need — whether that’s connecting families, supporting trade, or unlocking tourism. Before us, most airlines only served capital cities. We started flying to smaller airports — Alexandria and Upper Egypt, not just Cairo; smaller cities in Pakistan, not just Karachi; and regional destinations in Central Asia.
We build markets. We started flying to Poland just two years ago, and we’re already expanding to three airports there. Sometimes other airlines follow us into those markets — and that’s healthy. It stimulates demand and grows the industry.
What challenges do you see shaping the aviation sector today, and how are you navigating them?
Challenges never go away —they just evolve. Post-Covid, supply chain issues like delays in aircraft and spares have been tough. Our region’s climate — dusty and hot — affects engine performance.
Oil prices remain a cost factor, but we hedge fuel purchases, so we manage it. Currency volatility, regulatory hurdles across different jurisdictions, strikes in various markets — these are part of the reality. You have to stay agile and adaptable.
During Covid, we shifted resources to Morocco when Asia was shut, then moved them back. Our model allows us to respond quickly. That flexibility is key.
Beyond being a transport provider, what role does Air Arabia play in regional economic development? Aviation drives prosperity. When we
started in 2003, Sharjah Airport had 200,000 passengers annually and maybe 1,000 staff. Today, it’s more than 20,000 staff and a full-fledged ecosystem — from taxis to restaurants and hotels.
Every new flight creates economic ripple effects — jobs, tourism, infrastructure. We’ve seen that in Sharjah and across the UAE. It’s not just about travel; it’s about enabling economic growth and improving quality of life.
What values have helped Air Arabia grow, and what can other companies learn from your approach?
Keep it simple. Stick to your promise. We’ve had the same business model for 20 years because it works. Change only when it adds value to customers or operations — don’t change just for the sake of it.
Leadership is about surrounding yourself with the right people and letting them do their best. If you insist on everything being done your way, you miss out on new ideas and innovation. It’s about empowering your team.
What’s next for Air Arabia as we move into the second half of the year and beyond?
We’re growing. We have 120 aircraft on order, with five arriving in Q4 this year. Some of these have longer range, enabling us to fly nine-hour sectors east, west, or north.
We’re expanding our network, especially in the Arab world. We’re also investing in our people — our leadership development is a key focus. The brand has strong recognition across the region, and we’re excited to share our expertise more broadly and continue building a more connected and competitive aviation industry.
OIL PRICES REMAIN A COST FACTOR, BUT WE HEDGE FUEL PURCHASES, SO WE MANAGE IT. CURRENCY VOLATILITY, REGULATORY
HURDLES ACROSS DIFFERENT JURISDICTIONS, STRIKES IN VARIOUS MARKETS —THESE ARE PART OF THE REALITY. YOU HAVE TO STAY AGILE AND ADAPTABLE.”
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SAUDI ARABIA IS ACCELERATING ITS TOURISM TRANSFORMATION. HERE, THE SAUDI TOURISM AUTHORITY’S CEO FAHD HAMIDADDIN DISCUSSES INVESTMENT, DIVERSIFICATION AND HOW SAUDI IS SHAPING A RESILIENT, NEXT-GENERATION VISITOR ECONOMY
BY NEESHA SALIAN
Saudi Arabia’s tourism sector is no longer a story of potential; it’s one of performance The kingdom has been recognised by the World Economic Forum (WEF) as one of the fastest-growing tourism destinations globally. Specifically, a WEF report, in collaboration with Kearney, identified the kingdom as the second-fastest growing tourism destination.
In 2024, the kingdom surpassed its Vision 2030 target of 100 million visits six years ahead of schedule, hitting 116 million trips, including nearly 30 million international arrivals and 86 million domestic ones. Religious tourism remains a cornerstone, with
18.5 million pilgrims visiting for Umrah and Hajj, while new destinations, events, and experiences are drawing a broader mix of leisure travellers.
Tourism spending topped SAR283.8bn (~$75.6bn) last year, driven by increased private sector engagement, strategic government funding, and a workforce nearing one million, including thousands of young Saudis. Flagship projects like Soudah Peaks, Rua Al Madinah, and the Quality of Life Program are unlocking high-altitude resorts, mega hotel districts, and cultural corridors across the kingdom.
Meanwhile, Riyadh Air, set to launch by the end of the year, will connect Saudi
to over 100 global destinations, aiming to generate $20bn in economic impact. And on the digital front, the Ministry of Tourism alongside the Saudi Tourism Authority (STA) launched Tourise, a B2B platform streamlining access for global travel trade professionals through real-time market insights, destination content, and direct links to local providers. Driving much of this momentum is a new generation of
THE JOURNEY TO ATTRACT INVESTMENT BEGAN WITH CONSIDERABLE SKEPTICISM, AS IS OFTEN THE CASE WHEN ‘SHY MONEY’ IS INVOLVED. EARLY ON, MANY IN THE PRIVATE SECTOR DOUBTED WHETHER SAUDI ARABIA WOULD TRULY OPEN UP TO TOURISM.”
leadership and institutions reshaping Saudi’s tourism story from within. Among the key figures is Fahd Hamidaddin, STA’s CEO. In an interview with Gulf Business, Hamidaddin spoke about attracting investment, the role of digital platforms, and building a future-proof sector without compromising cultural authenticity or sustainability.
How is Saudi’s tourism model different from other destinations in the region and globally?
Saudi’s tourism model blends authenticity with innovation. We are not trying to replicate other destinations but are deeply rooted in our culture, history, and natural assets. We have the advantage of learning from others’ experiences and avoiding pitfalls. Our approach focuses on sustainable and regenerative tourism, which means preserving our heritage and environment while creating modern experiences. The scale of investment in giga-projects like The Red Sea Project and NEOM is also unprecedented, emphasising long-term value and responsibility. This combination of cultural respect, sustainability, and cutting-edge development sets us apart.
How is STA driving investor confidence and unlocking opportunities in Saudi Arabia’s tourism sector?
The journey to attract investment began with considerable skepticism, as is often the case when “shy money” is involved. Early on, many in the private sector doubted whether Saudi Arabia would truly open up to tourism. When we did, the question shifted to whether travellers — across all segments — would respond. Even with the surge in religious tourism and strong domestic numbers, there were still doubts around leisure travel.
Now, those doubts have largely been erased. The numbers speak for themselves. We’ve seen a clear progression — from investors watching cautiously from the
sidelines to now actively lining up to get in. At the outset, we made a deliberate choice to take on the heavy lifting. That meant major upfront investments in infrastructure, expanding airline connectivity, and putting in place regulations that create real value for the market. With a strong track record now in place, there’s growing confidence in the returns this sector can deliver.
The results in key markets like Mecca, Medina, and Riyadh have been particularly strong, offering a clear signal to investors.
Today, the appetite from the private sector continues to grow year after year, and we’re confident this momentum will only accelerate.
Where is private investment going beyond religious tourism?
Beyond religious tourism and hospitality in our established cities, a major focus is the Saudi Red Sea coast. I truly believe this is a national treasure that has historically seen very little investment. What remains today are pristine, untouched coastlines and some of the world’s most remarkable marine life and coral reefs — second to none globally.
The Saudi government has committed significant investment toward master planning this “super destination”, which spans roughly 1,800 kilometres of coastline. This
planning has identified ideal islands and key sites for developments such as Sindalah, the NEOM Islands, Amaala, The Red Sea Project, Qiddiya, and Jeddah Central — all the way down to the southern coast. With this level of public investment as the backbone, the private sector is now stepping in with strength.
We’re seeing investment across the board, from ultra-luxury down to luxury, mid-market, and even all-inclusive segments. A standout example is Rixos: two new all-inclusive Rixos resorts are underway, including the largest in their global portfolio — located right in the Saudi Red Sea region.
At the same time, there’s growing private interest in emerging destinations and underserved markets, particularly in the mid-market space. While cities like Riyadh and Jeddah have long had strong business hotel offerings, we’re now focusing on places like Asir, Al Baha, and Khobar — developing dedicated tourist spots within these cities that cater specifically to leisure travellers.
These areas offer concentrated tourism experiences, where visitors can easily enjoy food and beverage options, retail, heritage attractions, and scenic walks all in close proximity.
What kind of conversations are you having with global investors?
The primary responsibility for promoting investment and attracting foreign direct investment (FDI) lies with the Ministry of Investment (MISA) and a dedicated deputyship within the Ministry of Tourism. To complement this, we established the Tourism Development Fund (TDF) as an independent government body. Its role is to enable and strategically shoulder some of the risk for the private sector by offering financial support that may not always be accessible through commercial channels.
Our engagement with investors is genuinely holistic. My specific role is to effectively communicate the compelling growth story of Saudi tourism. Any investor who shows curiosity, expresses interest, or has the potential to bring added value to our destinations is then connected to this collaborative group: MISA, the Ministry of Tourism, and the TDF.
This joined-up approach has already delivered impressive results. Take Rixos
Murjana, for example, a flagship property located north of Jeddah in King Abdullah Economic City. It’s the largest Rixos globally, designed to showcase the coral experience, complete with a water park and extensive children’s programming. Remarkably, 50 per cent of the investment came directly from Rixos themselves. That kind of bullish commitment to a relatively new destination reflects not just confidence in the sector’s growth, but a willingness to take on risk because investors view it as manageable and worthwhile.
We’re also seeing activity in other key destinations like Medina and Riyadh, where investors are deploying a range of business models and working with local partners to structure their investments.
What are some challenges the sector faces, and how are you tackling them?
The main challenge is maintaining our accelerated growth pace in a volatile global environment. External factors like inflation, trade tensions, and geopolitical conflicts affect travel behaviour worldwide. We’ve learned to anticipate these “new normals” rather than treat them as surprises. Agility is key — we quickly adapt strategies, shifting focus when needed, such as pivoting to domestic tourism during the pandemic. We also focus on building a diverse
tourism ecosystem that can withstand shocks. Our integrated approach with multiple ministries and partners ensures coordinated responses to challenges.
How is Saudi Arabia preparing for upcoming global events?
Preparation for major global events doesn’t begin a few months out, it starts well in advance. We’ve already submitted detailed bid books outlining firm commitments across infrastructure, mobility, and capacity building. Saudi Arabia isn’t new to hosting large-scale events — we’ve built a diverse and fast-growing calendar. During Riyadh Season, for example, we hosted more lifestyle events per week than Las Vegas. And it’s not just about sports anymore. Our lineup now includes fashion, design, food, music, opera, and tech.
We’re also seeing a shift in the type of travellers coming in. Last year alone, female travellers from Europe increased from the low 30s to 47 per cent. That kind of data tells us our offer is resonating, and gives us confidence that we’re not only ready, but will be well prepared to host upcoming global events at scale.
How do you balance growth with sustainability and preserving culture? That’s a critical question. Entering the
global tourism game relatively late has actually been an advantage — it’s allowed us to learn from the successes and missteps of other destinations. The first rule we’ve embraced is to stay authentic. People aren’t looking for another version of an existing destination. We’re committed to preserving the unique character of each place — not just across the country, but within each city and region.
Our sustainability approach is anchored in the AlUla Sustainability Charter, which we introduced globally during the G20 summit. It’s a holistic framework focused on people, culture, and the environment. People come first. From the beginning, we wanted to learn from others while ensuring that opportunities are preserved for our people before tourists.
Culturally, we believe strong societies don’t isolate themselves — they engage, contribute, and exchange. Arabian civilisation has historically stood alongside Western and Oriental civilisations in advancing humanity, and we believe it’s time to reclaim that role.
Environmentally, our commitment is serious. We don’t see our giga-projects as just large-scale developments, but as “gigaresponsibilities”. At The Red Sea Project, for example, we’re going beyond sustainability to regenerative tourism — aiming to leave the destination better than we found it.
Our rewilding efforts are a clear example. We’re reintroducing 21 species, including the Arabian leopard and several others, to their native habitat. This isn’t just talk — it’s a real, tangible commitment. We’re not just minimising harm; we’re actively improving the ecosystems and destinations we develop.
On a personal note, what values shape your leadership as CEO?
I believe leadership is about setting clear purpose and helping others grow. Knowledge is the most powerful tool — unlike other sources of power, no one can take it away from you. I prioritise learning and development for myself and my team. Saudi’s tourism sector is young, and we’re all learning together. STA aims to be the fastest-growing learning organisation and an admired employer, known for how much it invests in people’s growth. This collective hunger for knowledge drives our success.
Aloki Batra, the CEO of FIVE Hospitality and The Pacha Group, unveils the strategic vision for FIVE’s acquisition of The Pacha Group. Discover how Ibiza’s iconic destinations are being transformed to captivate a new generation of guests
What made The Pacha Group the right acquisition for FIVE?
Acquiring The Pacha Group felt like a natural evolution. At FIVE, an ecosystem has already been built where music, fashion, culinary artistry, and hospitality collide, and Pacha sits right at that intersection. It’s an icon with a loyal international community and deep emotional resonance. With this acquisition, including Pacha Ibiza, Destino Five Ibiza, and Pacha Hotel, FIVE’s vision and commitment to fuse world-class hospitality with sensational, cutting-edge entertainment experiences continues to expand worldwide.
You’ve invested significantly in reimagining Destino Five Ibiza. What were your priorities with this transformation?
The reopening of Destino Five Ibiza was a complete reimagining of what the destination could become. The goal was to bring fresh energy while honouring the values that have always defined the space — love, joy, celebration, inclusiveness, and diversity. Every detail was considered from architecture and room design to culinary direction and even a new outdoor gym. The result is a sleeker, more intentional
experience that feels both rooted and forward-looking. One of the proudest achievements is how sustainability has been embedded at every level of the guest experience. The transformation includes advanced water recycling systems, solar technology, and waterefficient irrigation that sustains lush native gardens, promoting biodiversity. The property now operates on 100% renewable electricity, targeting LEED Gold or higher in 2025, with a roadmap to LEED Zero certification by 2026.
What kind of experience do you want guests to have at Destino Five Ibiza? The aim is for guests to feel the soul of
Ibiza through incredible music, elevated hospitality, and standout design. The space has been curated with intention. For example, the Cherry Vista Suite with XL Pool offers the perfect mix of calm and celebration. Inside, it’s peaceful and beautifully designed, with bold art and panoramic views over the gardens. Outside, the vibe shifts to a massive terrace, private pool, and an ideal setup for entertaining. From Playa Pacha’s poolside energy to standout dining at Cielo and Elia, plus wellness zones, the destination has been built to be truly modern and magnetic.
What’s next for the brand?
The plan is to scale what’s already resonating, especially the travelling party concept, Pacha ICONS, which took off in Dubai and now finds its home in Ibiza.
Legends like Rampa, Black Coffee, and Marco Carola have performed on stage, and in Q4, the brand will level up with names like Carl Cox kicking off the opening party on October 17 at FIVE LUXE in Dubai. The Pacha Collection is also expanding, meeting demand for limited drops and creative collaborations that allow people to wear the vibe.
The group is exploring new global destinations that align with the brand. Pacha has always travelled well; now it’s about taking it further — with purpose.
How do you preserve The Pacha Group’s legacy while integrating it into FIVE’s ecosystem?
This is personal. It’s a responsibility to keep the world’s most iconic dance floor alive, not just in spirit, but in relevance. That means staying true to The Group’s essence while evolving with the times. FIVE brings an innovative lens to hospitality but is not here to dilute the legacy — it’s here to elevate it.
TOURISM MINISTER MUDRICK RAMADHAN SORAGHA SHARES ZANZIBAR’S HIGH-VALUE, LOW-IMPACT TOURISM VISION, HIGHLIGHTING GULF PARTNERSHIPS, RISING GCC VISITORS AND CULTURAL PRESERVATION
BY NEESHA SALIAN
With its pristine beaches, Swahili culture, and rising appeal as a luxury destination, Zanzibar is positioning itself as a leading player in sustainable tourism.
In this exclusive interview with Gulf Business, Mudrick Ramadhan Soragha, Minister of Tourism of Zanzibar, outlines the island’s vision for high-value, low-impact tourism, discussing everything from strategic partnerships with Gulf nations and rising GCC visitor numbers to eco-resorts, cultural conservation, and a new digitally enabled airport terminal.
Zanzibar is gaining attention as a premium beach and cultural destination. How is your tourism strategy balancing luxury development with the need to preserve the island’s natural
ecosystems and Swahili heritage?
Zanzibar’s tourism strategy is guided by the principle of “sustainability with authenticity”. We recognise that while luxury tourism is vital to our economic growth, it must not come at the expense of our fragile marine ecosystems or our centuries-old Swahili heritage.
To ensure this balance, we have implemented rigorous environmental impact assessments as a prerequisite for all developments. We actively encourage sustainable design, favouring vernacular, low-impact architecture that integrates seamlessly with the natural and cultural landscape. We are also working closely with UNESCO to safeguard heritage assets and ensure that all tourism development aligns with Zanzibar’s unique cultural identity.
Finally, community engagement remains central, ensuring that development uplifts
local livelihoods and reflects the essence of Zanzibari heritage.
Many GCC countries are investing in luxury coastal developments and yearround beach tourism. What lessons or partnerships can Zanzibar explore with Gulf nations to enhance its own beach tourism offerings sustainably?
The visionary transformation of the Gulf into a hub for year-round luxury tourism provides a compelling blueprint for Zanzibar. We are exploring bilateral partnerships with the UAE, Qatar, and Bahrain in areas such as hospitality investment, cultural exchange, and green infrastructure.
The Gulf region’s expertise in integrating climate-adaptive technologies, wellness and heritage experiences, and halal-friendly hospitality aligns well with Zanzibar’s ambitions. Already, we are in advanced discussions with entities like Qatar’s Retaj Group and other private investors in the region.
We want to ensure that future investors prioritise integrating the local community and that developments will directly benefit the local population. Ways to achieve this are to employ island staff for all hotel functions and to source furniture, arts and interior design from local artisans.
Our goal is to foster long-term Gulf-Zanzibar tourism investment corridors built on mutual values of innovation, sustainability, and respect for heritage.
WE ARE ALSO ENHANCING AIR CONNECTIVITY AND SIMPLIFYING VISA PROCEDURES FOR GCC NATIONALS. THIS IS WHY ZANZIBAR PROACTIVELY PURSUED THE OPPORTUNITY TO HOST THE AVIADEV CONFERENCE, AS PART OF A BROADER STRATEGY TO ATTRACT MORE DIRECT FLIGHTS TO THE ISLAND.”
With increasing tourism from the Middle East to East Africa, how is Zanzibar tailoring its tourism products to attract high-value travellers from the GCC while maintaining authentic experiences?
We are curating a suite of tourism experiences that speak directly to the preferences of Gulf travellers, particularly families, discerning couples, and faith-conscious tourists. These include ultra-private beachfront villas, halal culinary offerings, and bespoke cultural journeys that honor Zanzibar’s deep Islamic heritage.
We are also enhancing air connectivity and simplifying visa procedures for GCC nationals. This is why Zanzibar proactively pursued the opportunity to host the recent AVIADEV conference, as part of a broader strategy to attract more direct flights to the island.
Yet, even as we elevate our service offering to match the expectations of high-networth visitors, we remain committed to preserving Zanzibar’s soul, be it through traditional dhow sailing excursions, spice plantation tours, or immersive experiences.
Over-tourism and climate change are placing strain on coastal destinations globally. What policies or infrastructure investments is your ministry prioritising to make Zanzibar’s beach tourism climate-resilient and environmentally sustainable?
We are acutely aware that Zanzibar’s future depends on ecological resilience. Central to our ‘blue economy’ policy is our Marine Spatial Planning initiative, an ambitious coastal zoning project, in collaboration with various environmental partners, aimed at ensuring the sustainable use of marine and coastal resources.
In parallel, we are upgrading waste and water management infrastructure within major tourism zones and investing in the training of local communities on sustainable best practices. We are also establishing marine protected areas and implementing coral reef restoration
projects, particularly around Pemba Island, a vital biodiversity hotspot.
Our long-term vision emphasises lowdensity, high-value tourism. By championing eco-conscious resorts over mass tourism models, we aim to protect both our environment and our cultural identity for generations to come.
How is Zanzibar leveraging digital tools, eco-certifications and smart tourism strategies to remain competitive in a global market?
Zanzibar is undergoing a digital transformation with the roll-out of smart visitor data systems, online licensing, and digital promotion platforms.
Through a UK-funded programme we are also piloting the introduction of ecocertifications for hotels and tour operators and promoting sustainable practices via capacity building for small enterprises.
By aligning with global sustainability benchmarks and embedding digital innovation, we aim to position Zanzibar as a regional leader in responsible tourism.
Give us a breakdown of people visiting Zanzibar from the GCC, highlighting perhaps the UAE as well as Saudi Arabia and other key source markets.
The Middle East, particularly the Gulf region, is emerging as a high-potential source market for Zanzibar. In 2024, arrivals from the UAE reached approximately 11,000, while Saudi Arabia accounted for 9,500 visitors.
Collectively, Qatar, Kuwait, and Bahrain contributed an additional 6,000 tourists. These numbers place the GCC firmly within our top ten non-African source markets. Our objective is to double this volume by 2027, supported by strategic airline
partnerships, destination marketing, and tailored hospitality offerings.
Overall, 71.6 per cent of arrivals into Zanzibar were from Europe, with Italy, Germany, France, and Poland leading. African arrivals also grew strongly, with South Africa and Kenya showing double-digit growth.
The majority of travellers (86 per cent) are millennials and Gen Z, with an average stay of eight nights. At 98.3 per cent, leisure remains the primary purpose of travel to the island.
Tell us about the investment from the government towards tourism.
The government of Zanzibar is making transformative investments to unlock the full potential of the tourism sector, which has witnessed record growth. Last year Zanzibar welcomed 736,755 international visitors, a 15.4 per cent increase over 2023 and well above pre-pandemic levels, with hotel occupancy reaching 79.3 per cent in peak months.
Key investments to support the island’s continued tourism growth include the construction of the new international airport terminal at Abeid Amani Karume International Airport, which has expanded the airport’s capacity to 1.5 million annual passengers and enhanced air connectivity to the destination.
With tourism now contributing over 27 per cent to Zanzibar’s GDP, accounting for 80 per cent of its foreign exchange earnings, and sector revenues exceeding $1bn in 2024, we are also developing state-of-theart Tourism Training Institutes to equip the local workforce with the skills needed to meet international hospitality standards.
Moreover, substantial public-private investment is being directed toward ecoresorts, wellness centers, and sustainable marinas. Our heritage conservation initiatives are equally robust, and we are restoring architectural treasures in Stone Town and other cultural sites.
To protect travellers and reinforce market confidence, we are introducing tourism insurance schemes and launching digital service platforms.
All of these are anchored in our national vision of building a resilient, inclusive, and globally competitive tourism economy, grounded in sustainability and driven by innovation.
BY NEESHA SALIAN
Charlotte Robins, MD of Policy and Legal at the Dubai Financial Services Authority (DFSA), showcases how significant interest from six jurisdictions in the authority’s Tokenisation Regulatory Sandbox* reflects growing global demand for responsible financial innovation. In this interview with Gulf Business, Robins discusses the models that stood out, how the initiative aligns with Dubai’s D33 economic agenda, and how the DFSA is balancing innovation with robust regulation to position the DIFC as a top global financial hub.
The Tokenisation Regulatory Sandbox attracted 96 expressions of interest from six jurisdictions. What does this level of global interest tell you about the future of tokenisation and DFSA’s regulatory positioning?
The global interest in our Tokenisation
Regulatory Sandbox signals the importance of, and growing appetite for, responsible innovation and recognises the appeal of DFSA’s regulatory approach to innovation. As a regulator, our role is to support innovation and its positive contribution to the financial markets in ways that maintain market integrity and protect the public interest within the DIFC. By working closely with local and global firms through the sandbox,
we are encouraging responsible innovation and helping to ensure that new ideas are tested against regulatory expectations.
What were some of the most promising or innovative tokenisation models proposed by applicants?
Were there any particular sectors that stood out?
The expression of interest process provided the DFSA with valuable insight into the diversity and maturity of tokenisation models being developed globally. The DFSA received 96 responses, including proposals to tokenise financial assets and instruments, such as bonds (including Islamic bonds, or sukuk), units in a fund (including money market funds and property funds), and the trading and safe custody of those assets, reflecting the broad potential of tokenisation across the financial ecosystem.
The initiative attracted strong interest from both established financial institutions wishing to explore tokenisation use cases and innovative startups looking to scale breakthrough digital asset solutions in a regulated environment. Applications were received from within the UAE and from other regions such as the UK, EU, Canada, Singapore and Hong Kong.
Walk us through the evaluation process. What key factors determined whether a firm was invited into the Innovation Testing Licence programme versus granted full authorisation?
As a brief recap, the expression of interest (EOI) period ran from March– April this year. Thereafter, we conducted an initial assessment of the submissions received and whether the tokenisation activities fall within our regulatory perimeter of financial services activities that can be conducted in the DIFC. Following these assessments, the DFSA had discussions with a majority of the applicants and shortlisted
those that were sufficiently clear on their business model, ready to do business in and from the DIFC and had a level of familiarity with DFSA rules, and therefore, ready to progress to the next stage. In June, a number of firms were then invited to prepare their applications, either for the Innovation Testing Licence programme (ITL), which is our regulatory sandbox, or where the business model is sufficiently matured and tested in other markets, for a full licence.
The DFSA assesses the firms’ readiness to apply for the Tokenisation Regulatory Sandbox based on the ITL eligibility criteria that we have in place, such as:
Sufficiency of resources (financial and operational) to operationalise
Readiness to test its innovative products and services
Commitment to deploy products and services in the DIFC and broader UAE during and after the sandbox testing period
How does the DFSA strike a balance between enabling financial innovation and ensuring market integrity, particularly with emerging technologies like tokenisation?
At the DFSA, we recognise that robust, balanced, and proportionate regulatory frameworks have a key role to play in creating an environment in which innovative firms can thrive. On this basis, we create, and tailor our regulatory regimes appropriately and don’t seek to impose unnecessary regulatory burden, and inadvertently stifle innovation. To that end, we always publicly consult on any changes to our rulebook to ensure that our approach to regulation: ensuring it:
Is proportionate and risk-based enough to foster beneficial innovation, yet robust enough to avoid a race to the bottom and a loss in trust and confidence;
Evolves and adapts in line with market developments, adopting the principle of “same activity, same risk, same regulatory outcome”; and
Focuses on regulatory outcomes that meet the needs of local markets rather than adopting a ‘one-size-fits-all’ regulatory approach.
Additionally, on an ongoing basis we proactively engage with market participants, their advisors, and industry bodies, for example, to ascertain how our regulatory
regime can be enhanced and improved, for example, via industry webinars, roundtables, outreaches, and consultation. In such an area where rapid change appears to be a permanent feature of the environment within which these markets operate, we see both collaboration and industry engagement as being essential.
How will insights from this sandbox phase inform future regulatory developments?
Insights from our sandbox will allow us to observe how innovative technologies perform in a controlled environment. This will enable us to identify potential risks, benefits and gaps in existing regulation, which will in turn lead to more informed balanced, and adaptive policymaking that supports innovation while protecting consumers. We are continuously developing our models and policies to ensure that they don’t stifle growth whilst ensuring investor protection and responsible innovation.
In May, we published an explainer guide to clarify the process of applying to the ITL sandbox so that we can continue to empower innovators with the knowledge they need to engage with the DFSA and bring transformative financial services to market in the DIFC. We’re seeing more interest in innovation and crypto firms coming to us and we collaborate with other regulatory standard-setter via groups such as the Global Financial Innovation Network (GFIN) to ensure that we share-knowledge and best practices. As a regulator, it’s important that we are balance growth and innovation whilst continuing to protect our stakeholders, investors and the market.
In terms of what we are seeing in the innovation space, tokenisation is probably at the top of the list.
How does sandbox align with Dubai’s D33 economic agenda? In your view, what role will tokenisation play in helping DIFC become one of the world’s top four financial hubs?
The DFSA’s regulatory ITL Sandbox aligns with Dubai’s D33 economic agenda by enabling safe experimentation with tokenised and innovative financial products,
positioning the DIFC at the forefront of finTech innovation. As Dubai aims to become one of the world’s leading financial hubs, our sandbox serves as a practical mechanism for translating policy into real-world outcomes. Attracting global players while shaping regulation which is ready for the future. By embedding tokenisation within a transparent framework, we are not only fostering innovation, but setting global standards, cementing Dubai as a leading jurisdiction for digital finance.
DFSA has been opening its regulatory sandbox to non-traditional financial institutions and tech startups. What strategies are you deploying to ensure diverse participation and how is that shaping your regulatory toolkit?
To ensure diverse participation of non-traditional financial institutions (NBFIs) and tech startups in the ITL programme, DFSA implements a combination of outreach, design flexibility, incentivisation and support mechanisms. Some of the key strategies implemented by the DFSA include:
Introducing a themed sandbox; Allowing fintechs to participate in the sandbox with proportionate regulatory requirements during the testing period; Designing streamlined and transparent application process with clear timelines and expectations; and Providing regulatory guidance through closed supervision to enable participants’ success in the programme.
Initiatives such as the DFSA’s Tokenisation Regulatory Sandbox underscores the DFSA’s commitment to enable innovation in a way that is responsible, informed, and aligned with global regulatory best practices, supporting the DIFC’s position as a leading hub for digital finance, and aligning with Dubai’s Economic Agenda D33, which aims to make Dubai one of the world’s top four global financial hubs by 2033.
As previously mentioned, our sandbox, will allow us to observe how innovative technologies perform in a controlled environment which will in turn enable us to identify potential risks, benefits and gaps in existing regulation.
*The Tokenisation Regulatory Sandbox is a controlled environment created by the DFSA to let companies safely test tokenised financial products and services under the regulator’s supervision.
“A WISE AND WONDERFULLY TOLD TALE”
SIR MICHAEL MORPURGO
“...A GENTLE, ENVIRONMENTALLY HOPEFUL TALE.... A GOOD STORY, DEFTLY TOLD.... UNIQUE AND REFRESHING”
KIRKUS – STARRED REVIEW
“THE LANGUAGE IS WARM AND EVOCATIVE”
SCHOOL LIBRARIAN MAGAZINE
“A THOUGHTPROVOKING BOOK WITH AN IMPORTANT MESSAGE”
PARENTS IN TOUCH
“EXCITING AND LYRICAL.... WILL ENCHANT BOTH BOYS AND GIRLS”
ARMADILLO MAGAZINE
“AN INSPIRING, ATMOSPHERIC TALE OF GENTLENESS OVERCOMING GREED”
IRISH EXAMINER
AN EXCITING AND TIMELESS STORY BY THE BESTSELLING AUTHOR OF THE TURTLE SECRET
NEW:
Performance
Integrated
Production
Outstanding
Strategic
Rolls-Royce’s Dubai head on the iconic Black Badge Spectre and shaping the future of ultra-luxury electric mobility, personalisation and sustainability within the brand’s evolving regional presence p.58
“WHOOP is transforming how people turn data into meaningful behaviour change and lasting habits by shifting the focus from passive data collection to personalised, actionable insights that drive outcomes.”
WILL AHMED Founder and CEO, WHOOP
Blending timeless design with everyday function, the backpack is made from resilient canvas and finished with full-grain leather accents. The backpack also showcases the brand’s signature grooved detailing. Designed for life on the move, it features a padded back panel for comfort and a handy travel strap that slips over luggage handles with ease. Whether you’re navigating a daily commute or heading out for a weekend escape, this compact bag is a great companion. Starts at Dhs5,400 for the small sized version.
‘WHOOP
IS
HERE’S HOW THE WHOOP 5.0 AND WHOOP MG ARE REDEFINING PERFORMANCE, LONGEVITY AND RECOVERY FOR ITS GLOBAL USER BASE
BY NEESHA SALIAN
With the recent launch of WHOOP 5.0 and the medical-grade WHOOP MG, founder and CEO Will Ahmed has ushered in a new era for wearable technology — one that goes far beyond fitness tracking.
In this interview with Gulf Business, the health tech pioneer shares how the latest innovations position the brand as a central operating system for human health. From AI-powered insights that drive meaningful
behaviour change to the platform’s growing popularity in the Middle East, Ahmed outlines how WHOOP is redefining performance, longevity and recovery for its global user base.
What makes the WHOOP 5.0 a true leap forward for the brand — rather than just the next iteration?
The latest launch marked the beginning of a new chapter for us. With the launch of WHOOP 5.0 and WHOOP MG,
along with our new health software features, WHOOP is becoming the central operating system for human health.
WHOOP 5.0 and WHOOP MG have introduced medical-grade capabilities and insights never before offered in a single wearable. The new sensors deliver 14 days of battery life — three times what our last device offered — while being 7 per cent smaller. WHOOP MG builds on that with Heart Screener with ECG, Irregular Heart Rhythm Notifications, and Blood Pressure Insights.
We’ve also introduced new software features, including Healthspan with WHOOP Age, updated Sleep Performance, Hormonal Insights, and an improved Steps experience — all designed to help members perform better and live longer.
This isn’t just a product update. It’s the biggest leap forward in WHOOP technology to date, not just to our hardware, but to the entire WHOOP experience.
As wearables grow in popularity, how is WHOOP helping users turn data into meaningful behavioural change and long-term habits?
WHOOP is transforming how people turn data into meaningful behaviour change and lasting habits by shifting the focus from passive data collection to personalised, actionable insights that drive outcomes. WHOOP does this through a deeply integrated system of features designed to coach rather than just track.
For instance, our new Healthspan with WHOOP Age reveals how your behaviours — from sleep to strength training — are directly influencing your physiological age. This isn’t just data — it becomes a call to action to our members.
How would you describe the significance of the Middle East market for WHOOP — and what sets
this region apart in terms of demand and adoption?
The GCC is a rapidly growing market for us. It was actually our fastest growing market last year. I’ve been coming to the region for almost a decade and have had a chance to see it firsthand.
This is a region that deeply values performance, health, and innovation. What’s
“WHOOP 5.0 and WHOOP MG introduce medical-grade capabilities and insights never before offered in a single wearable. The new sensors deliver 14 days of battery life — three times what our last device offered — while being 7 per cent smaller.”
unique here is the demand for premium, personalised solutions — and WHOOP is uniquely equipped to meet that.
As wearables evolve beyond fitness to support long-term wellbeing and healthspan, where is WHOOP heading next?
In the coming months and year, we will be focused on additional new features that help support our goal of becoming a central operating system for our members’ health.
One of those initiatives is WHOOP Advanced Labs — a feature that integrates blood testing right into your WHOOP experience to provide an enhanced layer of coaching.
Any recovery tips you can share with users based on your experience?
There are many tools and strategies I use to optimise my recovery, including wearing blue light glasses before bed and cold plunging after working out.
I also find meditation personally has been one of the biggest unlocks for me. I do it every morning for 20 minutes and it’s become nonnegotiable for me.
When I was 24 years old I was really stressed about building the company. I was run down, strung out, and I hadn’t really learned how to cope with stress.
I found meditation as a tool to really find balance and reflection. It allowed me to develop this ability to look at my thoughts in the third person. It made me feel much more in control and aware.
FROM THE SLIMMEST FOLDABLE PHONE AND EARBUDS THAT DOUBLE AS POWER BANKS TO A POCKET-SIZED AIR CONDITIONER, THESE NEXT-GEN GADGETS AREN’T JUST SMART, THEY’RE BUILT TO UPGRADE YOUR EVERYDAY LIFE
BY NEESHA SALIAN
Earbuds that also charge your phone. Yes, please. Say hello to the multi-tasking kings of wireless audio: the HMD Amped Buds. Not only do these earbuds deliver clear, punchy sound with hybrid noise cancellation and triple mics, they also literally charge your phone. Yup, the case has a 1600mAh battery that can wirelessly top up your iPhone, Samsung, or HMD Skyline while on the go. It’s a perfect stand-in for those “I forgot my charger” days.
You get up to eight hours of playtime per bud (ANC off) and a massive 95 hours with the case. Whether you’re in video calls or zoning out to music, the 10mm drivers and bass boost hit just right. Plus, they’re water- and sweat-resistant (IPX4/ IP54), so bring them to your next desert hike or gym session, no stress.
The case is super slim and light, comes in Black, Cyan, or Pink, and fits in your pocket easily. Android users enjoy Google Fast Pair and multipoint connectivity, so you can be glued to your phone and laptop at the same time. Priced at Dhs599, the Amped earphones are available across UAE at leading electronics stores and also online.
NOT ONLY DO THESE EARBUDS DELIVER CLEAR, PUNCHY SOUND WITH HYBRID NOISE CANCELLATION AND TRIPLE MICS, BUT THEY CHARGE YOUR PHONE
WITH UP TO 24 HOURS OF PLAYTIME, YOU CAN RUN THIS ALL WEEKEND WITHOUT REACHING FOR A CHARGER
The Beosound A1 3rd Gen isn’t just a Bluetooth speaker; it’s more like a vibe in your palm. This thing looks like it belongs in an art gallery with its pearl-blasted aluminium body, ultra-satisfying clean curves, and 2,173 tiny laser-cut holes. It even comes with a soft leather strap that’s waterproof — ideal for pool days, beach hangs, or just flexing it on your desk.
Sound-wise, it seriously overdelivers. With the biggest woofer in its class and a 64dB Bass SPL, it hits deep without distorting, giving your playlists that room-filling thump you’d expect from a much bigger setup. And with up to 24 hours of playtime, you can run this all weekend without reaching for a charger.
It’s also not just for music. Thanks to a three-mic array and Bluetooth 5.1, it doubles as a crystal-clear speakerphone, which is great if you’re jumping between office calls and chill mode. Want a wider soundstage? You can stereo pair it with other 2nd or 3rd Gen models.
At Dhs1,505, it’s definitely a premium pick, but you’re getting iconic Bang & Olufsen design, serious sound, and durability that doesn’t quit. Oh, and it’s Cradle to Cradle Certified too, which means it’s built to last and better for the planet. Style, sound, and sustainability — all in one slick little unit. You can get them in three shades: Natural Aluminium, Honey Tone and Eucalyptus Green.
Available at Bang & Olufsen in Dubai Mall and Galleria Mall, Abu Dhabi.
Samsung’s latest foldable just dropped in the UAE, and honestly, it feels like the future folded into your palm. This foldable isn’t just cooler, it’s smarter, lighter, and way sleeker than its predecessors. The hinge? Re-engineered for durability, so you can fold and unfold all day without busting it. And the outer shell’s wrapped in Corning Gorilla Glass Victus 2, so it’s tougher against scratches and slips.
Open it up and it’s basically a tablet in your hand. Multitasking? Nailed. Run three apps, drag-and-drop, edit videos, game, all in one go. And that massive, bright display still fits in your pocket when folded — magic.
The 200MP ultra-grade camera is a beast. Shoot from any angle, then use Generative Edit to clean up your pics like a pro. Got a travel snap of a crowded souk? AI clears it up in seconds. With Gemini integration, you get real-time help, translations, and even screensharing support built right in.
Available in Blue Shadow, Silver Shadow, Jet Black, and an onlineonly Mint, prices start at Dhs6,799. You can buy it on Samsung.com, Shop App, and top retailers. If you want a phone that’s actually doing something different, this is it.
SHOOT FROM ANY ANGLE, THEN USE GENERATIVE EDIT TO CLEAN UP YOUR PICS LIKE A PRO
Noise? Canceled. Reality? Optional.
Sony’s new WH-1000XM6 recently launched in the UAE, and honestly, they’re everything you want if you take your music, podcasts, or even peace and quiet seriously. These are the upgraded version of the already iconic XM5s, now with eight microphones, two noise-canceling processors, and a bunch of AI smarts. That means you could be in a noisy café, at the airport, or stuck in traffic and still feel like you’re in your own sound bubble.
The headphones come with adaptive sound control, which is just a fancy way of saying they learn your habits and switch noise canceling based on your surroundings. So yeah, it’s kind of like having headphones that know what mood you’re in. You get around 30 hours of battery life, and if you’re in a rush, a threeminute charge gives you three hours of playback. No panic if you forget to plug them in overnight.
Sound quality is crisp, deep, and immersive, whether you’re blasting hip-hop, zoning out to ambient, or taking work calls. The fit is comfier too, thanks to the new soft leather ear cups. And with clear mic pickup and seamless connection between your devices, these are built for UAE life on the go.
The headphones are priced at Dhs1,699, and are available on sonyworld.ae.
The Epson EpiqVision Mini Laser Projector EF-22B delivers a premium home cinema experience in a compact package. The vibrant, sharp picture quality powered by Epson’s 3LCD technology is impressive. The built-in 2x 5W Bluetooth speakers also exceeded expectations for a device this size. Setup was simple thanks to Google TV: it took just minutes to connect and start streaming Netflix, Disney+ and more. One of the standout features is the automatic image correction, which instantly straightens the projection no matter where the device is placed. Another clever addition is the motion sensor that switches off the screen when someone walks in front of the lens: ideal for families with children. Add in its long-lasting laser light source (up to 10 years) and the ability to project up to 150 inches, and you have a stylish, smart projector that punches well above its weight.
The device is priced at Dhs3,699 and available at Sharaf DG, Emax, Carrefour, Amazon.ae and noon. com, among other retailers.
A CLEVER ADDITION IS THE MOTION SENSOR THAT SWITCHES OFF THE SCREEN WHEN SOMEONE WALKS IN FRONT OF THE LENS
The Sony REON Pocket Pro hit the UAE markets in May. This sleek little wearable cooler-slash-heater slips into the back of your shirt and uses advanced thermoelectric tech to keep your body temp just right, whether you’re commuting through Dubai heat or freezing in overzealous mall AC.
What makes it different? For starters, it’s twice as powerful than the older model, thanks to a new dual-layer cooling plate that gives max surface contact. Smart sensors track your movement and body heat in real-time, and the AI auto-adjusts between cool and warm — no tapping required. It’s like your own personal microclimate manager.
The REON app gives full manual control if you want to tweak settings yourself, and the lightweight neckbandmeans you barely feel it. It runs for up to 34 hours on low, charges via USB-C, and it’s got that IPX4 splash resistance, so no worries if you’re poolside or on a sweaty run.
At 252gm, whisper-quiet and low-key futuristic, the REON POCKET PRO is basically a wearable “AC” for the summer warrior. It’s clean, minimal, and totally built for surviving UAE summers in style — no pit stains, no drama.
The device is priced at Dhs799. There’s a wait-list for it, but you can order it on sonyworld.ae or buy it at Jumbo and other major electronic stores across the UAE.
WITH A 626 BHP V8, CUTTING-EDGE 6D SUSPENSION AND CARBON EVERYWHERE, THE NEW RANGE ROVER SPORT SV REDEFINES THE LUXURY SUV GAME, GLIDING SMOOTH, HITTING HARD AND SOUNDING GLORIOUS DOING IT
BY SHIVAUM PUNJABI
Few cars wear both a tuxedo and a tracksuit with equal ease. The new Range Rover Sport SV does exactly that — it will glide you into a gala with grace and then gut-punch a racetrack with passion. This is not just another fast sports utility vehicle, it is Range Rover showing off its ultimate flex. It’s automotive luxury with speed baked into every curve and carbon panel.
PUTTING IT TO THE TEST
Let us start with the meat of it: under the
bonnet sits a V8 engine, pushing out 626 bhp. That’s BMW-derived, SV-tuned brutality, and it hurls this 2.5-tonne behemoth from 0–100 km/h in just 3.8 seconds. The numbers are too cold and raw to grasp — you have to drive it to truly understand them. The car pulls relentlessly in a straight line, demanding all your courage to hold course. As the corner looms, you brake hard and commit to the turn. That’s when the true nature of the machine reveals itself. As you enter the bend, there’s understeer. Mid-corner, it transitions to oversteer
THIS IS THE FIRST RANGE ROVER TO GET 23-INCH CARBON WHEELS
— something you learn to manage on the fly — giving the Sport SV a character that’s all its own. It will also slide if you want it to.
This is the first Range Rover to get 23-inch carbon wheels. Add carbon ceramic brakes and a carbon bonnet (with visible weave if you like a bit of showmanship), and you have a luxury SUV that has been through a performance boot camp without losing its regal poise.
The massive carbon ceramic brakes are interesting, too. They are very efficient, but the brake pedal lacks feel, so during hard braking, there is a bit of guesswork involved in how much to brake. Like I said, a very unique driving personality.
However, the SV’s true party trick is not the power, it is the 6D Dynamics air suspension system. Other tall or performance SUVs use anti-roll bars. In comparison, Range Rover has introduced their new 6D suspension in the Sport SV. What it does is eliminate pitch, roll and yaw from the driving experience, making the Sport SV drive quite flat in dynamic driving mode.
In comfort, it shifts to be more pliant and relaxed, giving the car a dual personality. I enjoyed driving the car in dynamic mode all the time.
The engine sound is also worth a mention. In today’s era of sound emission norms and radars, this car brings a very characteristic sound. It is loud enough without being obnoxious and has a deep mechanical growl that you will enjoy.
The engine sound is worth a mention. In today’s era of sound emission norms and radars, this car brings a very characteristic sound. It is loud enough without being obnoxious and has a deep mechanical growl that you will enjoy.
The SV is easy to spot, even among its Range Rover siblings. The lower stance, the gaping front intakes, the carbon bits — all whisper (or shout) about performance. But crucially, it never slips into gaudy. It is assertive, not aggressive.
Inside, Range Rover gives you every single bit of luxury item you can imagine. From SV-specific front seats with Body and Soul audio resonators (yes, you feel the bass through your back) to the Alcantarawrapped steering wheel and black ceramic controls — it’s exquisitely tactile. Everything you touch feels expensive. Everything you hear feels like a concert. Everything you do feels like an event.
The Range Rover Sport SV is a car that makes a statement without shouting. It
is a car for people who know cars. Luxurious and performance-oriented at the same time.
For me, it is as fast, purposeful, luxurious and interesting as modern cars get.
The Range Rover Sport SV starts at Dhs950,000.
FROM ELECTRIFIED ELEGANCE TO BEEHIVES IN MANGROVES, MAMDOUH KHAIRALLAH, DIRECTOR OF ROLLS-ROYCE MOTOR CARS DUBAI, DISCUSSES THE BOLD BLACK BADGE SPECTRE, PERSONALISATION TRENDS, SUSTAINABILITY AND HOW DUBAI IS SHAPING LUXURY’S ELECTRIC FUTURE
BY NEESHA SALIAN
The Black Badge Spectre has been described as the most powerful Rolls-Royce ever. How has the Dubai market responded to this launch, and what does it signify for the brand’s evolution in the region?
The response to Black Badge Spectre in Dubai has been exceptional, reflecting the city’s status as a global centre for bold visionaries and luxury connoisseurs. The Black Badge Spectre perfectly resonates with our clientele, individuals who have built their success by challenging convention and embracing uncompromising standards of excellence. Anticipation for its arrival was immense, with several clients participating in our exclusive early access programme, demonstrating the deep engagement and trust that defines our relationship with Dubai’s discerning community.
As the most powerful Rolls-Royce ever, producing 659 hp and 1075 Nm of torque, Black Badge Spectre pushes the boundaries of what ultra-luxury electric mobility can offer. Its advanced technologies and expanded Bespoke possibilities reflect the evolving tastes of our clientele in Dubai, who continually seek individuality and innovation within the Rolls-Royce experience. The exceptional reception to Black Badge Spectre highlights Dubai’s pivotal role in shaping the future of our marque, as we continue our journey into all-electric ultra-luxury motoring, all while offering clients unparalleled bespoke possibilities that define the Rolls-Royce Motor Cars experience.
With the introduction of features like ‘Infinity Mode’ and ‘Spirited Mode’ in the Black Badge Spectre, how do these innovations align with the driving preferences of your clientele in Dubai?
Infinity Mode and Spirited Mode were developed to align precisely with the dynamic driving styles of our Black Badge clientele, particularly here in Dubai. Our analysis of client data revealed a preference for short, intense bursts of power, which these features deliver with precision and control.
Dubai’s open highways and diverse driving conditions provide the perfect stage to fully experience these capabilities. Infinity Mode unlocks the full 659 hp for a heightened, immediate driving response, while Spirited Mode delivers an instant surge of torque, offering an exhilarating level of engagement entirely on the driver’s terms. These innovations reflect the bold,
performance-driven mindset of our clients who demand not just refined luxury but bespoke craftsmanship and the ability to summon extraordinary power effortlessly.
Considering the Black Badge Spectre’s electric range of up to 530km and rapid charging capabilities, how do you see this model fitting into Dubai’s infrastructure and vision?
Black Badge Spectre fits perfectly into Dubai’s ambitious vision for sustainable mobility. With an electric range of up to 530
“Black Badge Spectre fits perfectly into Dubai’s ambitious vision for sustainable mobility. With an electric range of up to 530 km and rapid charging capabilities, it offers effortless day-to-day usability, whether for urban driving or longer journeys across the Emirates.”
km and rapid charging capabilities, it offers effortless day-to-day usability, whether for urban driving or longer journeys across the Emirates. Many of our clients in Dubai already use their Spectre regularly, supported by the city’s growing network of advanced charging infrastructure.
For Rolls-Royce clients, mobility must still deliver the highest levels of luxury and performance, and Black Badge Spectre does exactly that. It represents the future of ultra-luxury motoring: effortlessly powerful and aligned with Dubai’s bold vision for a cleaner and smarter future.
The Rolls-Royce showroom in Dubai emphasises bespoke experiences and digital innovation. How does this facility enhance customer engagement and reflect the brand’s commitment to personalisation in the Middle East?
The new Rolls-Royce showroom in Dubai is a true manifestation of our House of Luxury philosophy, offering an immersive Bespoke experience unlike any other. At its heart lies the Bespoke Commissioning Atelier, an inspiring space where clients explore materials, finishes, and details, bringing their personal vision to life with the guidance of our artisans.
Innovative digital technologies further elevate the commissioning experience, allowing clients to visualise their creations with precision and ease. The Cabinet of Curiosities and hospitality lounge offer a welcoming environment that encourages creativity and dialogue, fostering deeper connections between clients and the marque. Dubai’s clientele continues to push the boundaries of personalisation, and this facility reflects our ongoing commitment to delivering ever more distinctive, deeply personal motor cars.
Given Dubai’s rich automotive culture and affinity for luxury vehicles, how do you envision Rolls-Royce’s role in shaping the future of ultra-luxury electric mobility in the region?
Dubai has firmly established itself as a global hub for automotive excellence, combining a passion for luxury with a progressive approach to innovation. This makes it a natural environment for Rolls-Royce to lead the evolution of ultra-luxury electric mobility. With Spectre and Black Badge Spectre, we are not simply offering electric powertrains; we are redefining the very essence of
electric ultra-luxury. For our Dubai clients, electric mobility enhances what they value most: effortless performance, comfort, and highly personalised craftsmanship underpinned by architecture and engineering.
As demand for electric vehicles continues to grow, Dubai will remain at the forefront of this transformation, and Rolls-Royce will continue to shape this conversation, delivering luxury experiences that reflect both our heritage and forward-looking vision.
Tell us about Rolls-Royce’s Apiary initiatives in Dubai and how it ties in with the brand’s commitment to environmental stewardship.
The Apiary initiative is one that sits close to the hearts of everyone at Rolls-Royce Motor Cars. Modelled after the original Apiary at the Home of Rolls-Royce in Goodwood, England, it reflects our enduring commitment to environmental stewardship, biodiversity, and community engagement across the UAE.
We have recently unveiled a new project launched in Ajman. Set amidst the striking mangroves and serene landscapes of Al Zorah Golf Club, the apiary installation comprises six meticulously crafted hives, carefully designed to thrive in the UAE’s
unique climate. Four of the hives proudly bear the names of icons from the RollsRoyce Motor Cars constellation — Cullinan, Ghost, Phantom, and Spectre — while a fifth, Spirit of Ecstasy, pays homage to the marque’s celebrated emblem. Completing the collection, the sixth hive is named in honour of Rolls-Royce Motor Cars’ visionary co-founder, Sir Henry Royce.
Through these carefully designed installations, we are able to contribute meaningfully to the preservation of bee populations, the vital pollinators within our ecosystem, while also creating immersive
educational experiences for the next generation. Across the Emirates, students are invited to engage directly with these remarkable creatures, gaining a deeper understanding of sustainability, biodiversity, and the importance of protecting our natural environment.
In many ways, the Apiary initiative mirrors the values that define Rolls-Royce as a true House of Luxury: precision, care, craft, and responsibility, ensuring that we contribute positively to the world around us, not just today, but for generations to come.
Sukna Capital’s Fares Bardeesi on launching Saudi’s first open-ended direct lending fund for startups
BY NEESHA SALIAN
Sukna Capital recently secured regulatory approval to launch the first open-ended direct lending fund in Saudi Arabia and the wider Middle East, offering flexible, non-dilutive capital tailored to the needs of startups and SMEs.
Targetting sectors such as fintech, sustainability and AI, the fund addresses a critical gap in the region’s capital stack by providing structured credit solutions based on commercial traction rather than collateral alone.
The fund is being led by a seasoned team, including Fares Bardeesi, a former senior banker, and Waleed Alballaa, ex-STV
founding partner and co-founder of Riyadh Angel Investors.
In this interview, the firm’s CEO Fares Bardeesi outlines their investment strategy, timing, and how this fund aligns with Saudi Arabia’s Vision 2030 ambitions.
Congratulations on securing regulatory approval. Walk us through the vision behind launching the region’s first open-ended direct lending fund, and why now is the right time for such a product in Saudi Arabia.
The CMA’s regulatory approval represents a pivotal moment, not just for our fund, but
Fares Bardeesi, CEO, Sukna Capital
for the entire regional financing landscape
We’re honoured by their confidence and leadership in enabling this innovation.
Our vision is to create a new institutional pathway for yield and growth capital that reflects the realities of today’s economy: digital, fast-moving, and underserved by traditional financing models.
The timing is critical. While the tech and startup ecosystem has matured significantly, financing structures have not kept pace, particularly when it comes to flexible, non-dilutive credit.
Alternative credit is necessary to support the scaling of innovative businesses, bridge liquidity gaps for VC funds, and reinforce long-term ecosystem sustainability.
How will this fund fill the existing funding gap for startups and SMEs in Saudi and the wider Middle East, particularly when it comes to nondilutive financing options?
The regional capital stack has long been polarised — companies either dilute equity or take on rigid, collateral-heavy bank loans. Our fund introduces a third path: structured, non-dilutive capital aligned with commercial momentum, not just balance sheet size.
We underwrite based on receivables, recurring revenue, scalability potential, and real operating data, unlocking access to credit for high-growth businesses that traditional lenders often overlook or pledge against misaligned collateral. Whether it’s a SaaS business bridging working capital or a VC fund managing capital call timing, we structure debt around business models — not bureaucracy.
Fintech, AI and sustainability are mentioned as focus areas — how did you prioritise these sectors, and what criteria will guide your investment decisions within them?
They are not the only focus — we target all high-growth SMEs led by dynamic, innovative founders. Our underwriting is based on verifiable traction: recurring revenue, contract visibility, customer retention, or transaction volume. We structure every facility around growth, governance, and repayment discipline.
“OUR PRIORITISATION REFLECTS BOTH INSTITUTIONAL RESPONSIBILITY AND MARKET MOMENTUM. THESE SECTORS ARE NOT JUST INNOVATIONDRIVEN — THEY ARE REDEFINING THE REGION’S ECONOMIC INFRASTRUCTURE.”
For example, fintech is enabling financial inclusion, AI is transforming productivity, and sustainability is becoming a strategic imperative. But these sectors are often misunderstood or incompatible with legacy credit models.
Our prioritisation reflects both institutional responsibility and market momentum. These sectors are not just innovation-driven, they are redefining the region’s economic infrastructure.
With your team’s collective experience, spanning $6.5bn in transactions and early-stage VC leadership, how will this background shape the fund’s approach to risk, deal structuring, and startup engagement?
Our experience gives us a dual lens that few lenders possess: credit discipline and tech fluency coupled with deep founder empathy.
We know how to structure facilities that balance investor protection with commercial flexibility, from performance-based triggers to collateralised repayment waterfalls. Just as importantly, we know how to engage early, even when companies don’t yet meet traditional credit thresholds.
This allows us to design solutions across stages — whether for a venture-backed startup scaling to growth or a cash-flowing SME. Ultimately, we bring institutional standards to market segments that need both capital and partnership.
Given the open-ended structure of the fund, how do you plan to balance flexibility for borrowers with long-term returns for investors?
The open-ended structure is one of the fund’s greatest strengths — and also one of its core responsibilities. It enables continuous capital raising and deployment, while offering periodic liquidity to investors.
We manage this through matched-duration lending, strong credit governance, and real-time portfolio monitoring. Each facility is structured with clear triggers, backed by assets or contractual flows, and aligned with actual business cycles.
For borrowers, this means responsive access to credit tailored to operational needs. For investors, it means exposure to income-generating, collateral-backed assets — delivered with institutionalgrade oversight. It’s a rare balance of flexibility and discipline, and one the market is ready for.
In what ways do you see Sukna Capital and this fund contributing to Saudi Arabia’s broader goals under Vision 2030—particularly in diversifying the economy and empowering entrepreneurship?
Vision 2030 is about building an ecosystem where innovation, private capital, and entrepreneurship intersect — and that’s exactly where Sukna Capital is focused.
As of Q3 2024, SME lending in Saudi Arabia stood at SAR 329.23bn — just 9.1 per cent of total bank credit — well below the Vision 2030 target of 15–20 per cent. Our fund is designed to help close that gap by introducing structured, non-dilutive financing aligned with regulatory frameworks and commercial realities.
This fund enables startups and SMEs to scale without premature equity dilution or inflexible debt. It also provides institutional investors with access to a new, income-generating asset class — deepening local markets and reducing dependency on imported capital. The fund is more than a financing solution. It’s a strategic tool for economic diversification, entrepreneurship, and long-term resilience.
As Practo launches direct-to-patient services in the UAE, co-founder and CEO Shashank ND Singh explains why the region’s digital health ecosystem is ripe for disruption and how Practo’s focus on trust, outcomes, and tech is set to make an impact
BY NEESHA SALIAN
Why is this the right time for Practo to expand into the UAE, and how does this move align with the region’s digital health ambitions?
The UAE is one of the most progressive markets globally when it comes to digital health. The government has been supportive of building a future-ready healthcare ecosystem through strategic initiatives and
investments. Combined with the country’s high digital adoption and a population that increasingly expects seamless healthcare experiences, this creates a compelling environment for a platform like Practo and contribute meaningfully.
Our entry is both timely and intentional. We’re bringing over 17 years of experience in digital health, having served 400 million
and CEO, Practo
patients and half a million healthcare providers across 22 countries. In the UAE, we already have a strong foundation through Insta by Practo, our hospital management software platform used by leading institutions like Emirates Hospital, Life Medical Center, and Healthcare Organisation UAE. Building on that credibility, we’re now extending our reach to serve patients directly. Our vision aligns closely with the UAE’s focus on accessibility, prevention, and health outcomes, making this move a natural next step in our journey.
What makes the UAE especially relevant for us is its diverse, expat-heavy population—particularly the large Indian diaspora familiar with Practo. In such a cosmopolitan healthcare environment, people often navigate care across providers and borders. Practo is uniquely positioned to simplify this journey and enable continuity of care, whether it’s finding trusted doctors locally or accessing high-quality care across countries. With 10 per cent of Dubai’s population already using our platform, and a growing network of more than 31,000 doctors and
“OUR EXPERIENCE ACROSS OVER 20 COUNTRIES EQUIPS US TO LISTEN CAREFULLY, LOCALISE QUICKLY, AND ADD VALUE THROUGHOUT THE HEALTHCARE JOURNEY — WHETHER IT’S SCHEDULING A CONSULTATION OR MAKING INFORMED, OUTCOME-BASED DECISIONS ABOUT TREATMENT.”
more than 3,000 healthcare facilities, we’re excited to contribute meaningfully to the UAE’s digital health vision.
Having built one of India’s most trusted digital health platforms, what key lessons or models are you bringing from India to the UAE market?
One of the most important lessons has been the value of trust, transparency, and a relentless focus on health outcomes in healthcare. Patients don’t just want access — they want reliable guidance that leads to better, measurable health results, just like they’d seek from friends and family. We had to replicate that digitally. Features like verified doctor listings, genuine patient reviews, and audit mechanisms weren’t just add-ons; they were central to building that trust and ensuring quality care.
We also learned that digital health thrives when it creates value for both patients and providers. That’s why our model has always been integrated, connecting clinic and hospital software with patient-facing tools like appointment booking, real-time availability, and medical records, all on one platform. This connected ecosystem helped us improve health outcomes in India, and we’re bringing the same foundation to the UAE.
We’re adapting thoughtfully. For example, we’re building features like insurancematching filters, which help patients in the UAE navigate a system where insurance plays a central role in access and choice. Our experience across over 20 countries equips us to listen carefully, localise quickly, and add value throughout the healthcare journey — whether it’s scheduling a consultation or making informed, outcome-based decisions about treatment.
Ultimately, we’re bringing our best lessons — trust, integration, adaptability, and a focus on health outcomes — tailored to serve the UAE’s digitally forward, globally diverse population.
What role does technology, especially AI and secure data systems, play in improving patient outcomes and enabling smarter healthcare delivery at scale?
Technology is the backbone of Practo’s healthcare delivery model, and it plays a critical role in driving improved health outcomes at scale. AI enables deep personalization, for example, our care navigation engine analyses real-time user behaviour, clinical context, and tens of other data signals to connect patients with the most relevant specialists. This significantly improves first-time accuracy in consultations, reducing unnecessary trial-and-error visits and helping patients get the right care, faster.
Secure data infrastructure is equally foundational. We use advanced 256-bit encryption for data in transit and at rest, and are certified under global standards like HIPAA, ISO 27001, and SOC2. Access to patient data is tightly controlled through multi-factor authentication and role-based access protocols. Our systems undergo
regular internal and external audits to ensure ongoing compliance and security, enabling us to protect patient trust while using data responsibly to improve care.
Our virtual care platform continuously evaluates clinical efficacy across thousands of interactions by monitoring communication quality, prescription appropriateness, and patient-reported outcomes. These insights inform product improvements and clinical guidance, driving a measurable impact on care quality.
Together, AI and secure systems don’t just streamline the healthcare journey, they create a self-reinforcing loop: better outcomes lead to more trust, greater engagement, richer data, and even better care.
The UAE healthcare market is already digitally advanced, what gaps or opportunities does Practo see in this ecosystem, and how do you plan to differentiate?
Healthcare decisions are often not made based on reliable health outcomes data. Unlike buying a car, where informed decisions are backed by clear data, healthcare choices frequently lack transparency on what drives quality and reliability. This gap can lead to unnecessary mishaps or suboptimal care — like unclear post-op instructions or inconsistent pre-op preparation.
Practo’s platform is uniquely designed to put health outcomes front and center. We organically build our technology to leverage real health data, helping patients and providers move beyond just experience or reputation, towards measurable quality and efficiency of care. Our goal is to provide the essential layer that makes it easier for patients to make decisions based on data, empowering them to select the best options grounded in actual health outcomes. This focus on outcome-driven care is what will differentiate Practo in the UAE market.
Our integrated, brand-agnostic platform brings everything into one place, from verified doctor discovery and instant booking to insurance-matching filters, verified patient reviews, and, soon, our next-generation products powered by AI. In a global hub like the UAE, where care continuity matters, this unified approach will also make a difference.
In the UAE, your brand is only yours if you register it. With a first-to-file system and fast-moving markets, protecting your trademark early is a business essential, not a formality
Abrand is only as strong as the control you have over it. Once your name, logo or tagline is out in public, it can be copied, claimed or registered by someone else unless you’ve already protected it. That risk is magnified in a market like the UAE, where business activity moves fast and brand identity plays a central role in marketing, investment and resale.
The UAE operates on a first-to-file trademark system. Prior use means little without formal registration. If someone else secures your brand name before you do, you may lose the right to use it, even if you created it. And once that happens, recovery is difficult and costly, especially if the name has been approved and published in the official register. More than 13,000 trademark applications were filed in the
UAE last year. That includes global corporations, local startups, e-commerce sellers and content creators, all moving early to lock in the value of their identity.
The sections below explain who should register a trademark, what can be protected, how the UAE process works and why timing often matters more than intention.
Imitation tends to follow visibility. The moment a product or service gains traction, others may copy it, either to compete, confuse or divert attention. In the UAE, that can mean similar packaging, lookalike brand names, or direct registration of names already in public use.
If your mark is already registered, you have legal grounds to stop this. You can
take action through the Ministry of Economy (MoE), escalate to court if needed, or use enforcement channels at UAE customs and ports to block counterfeit imports. Without registration, your position is weaker. The burden shifts to you to prove you used the brand first, which is hard to establish without formal filings. Enforcement becomes slower, costlier and less predictable and in many cases, not possible at all.
A registered mark gives you standing. It turns branding into a legal asset and gives you access to the tools you need to protect it.
Legal protection is only part of the story. A registered trademark also strengthens your hand in day-to-day business. It can improve your standing across everything from investment rounds and due diligence to licensing deals, M&A and franchise agreements.
Online, it opens access to brand protection tools. Amazon, for example, only allows access to its brand Registry once a mark is registered. Without it, you lose the ability to flag infringing listings, manage how your products appear, or control who sells under your name.
In the UAE, this also affects trade licence applications. Some free zones and mainland authorities may request proof of trademark
Pics: Supplied
ownership if your business name matches your brand. Others may deny your preferred name altogether if it overlaps with an existing trademark.
Having a registered mark also makes it easier to file abroad. The UAE is part of the Madrid Protocol, which means a local registration can serve as a basis for trademark filings in over 100 other countries, including across the GCC, Europe and Asia.
Brand protection is often overlooked at the early stage, which is exactly when it matters most. Once a name goes live on packaging, social media, pitch decks or product listings, it becomes visible and therefore vulnerable. In the UAE, where registration follows a first-to-file system, visibility can work against you if someone else acts faster.
Startups and tech founders: A distinctive app or product name should be registered early. In sectors like fintech and SaaS, brand names often appear in investor decks before any legal filings. In the UAE, that exposure can lead to registration conflicts if competitors or third parties act first.
E-commerce sellers: Platforms such as Amazon UAE and Noon require trademark registration for access to brand protection tools. Without it, you can’t control product listings, prevent others from selling under your name, or challenge counterfeit items effectively.
Product-based businesses: Brands in sectors like food and beverage, cosmetics or consumer goods often rely on packaging, colour schemes and naming for visibility. These are frequently copied in local markets. A registered mark enables swift enforcement through the MoE or UAE Customs.
Service providers: Consulting firms, salons, clinics and training providers are often identified by name or slogan. Early registration avoids brand overlap on trade licences and ensures others can’t claim your identity within the same sector.
THE STANDARD GOVERNMENT FEE STARTS FROM DHS6,500, BUT THIS VARIES DEPENDING ON THE NUMBER OF CLASSES AND ANY REQUIRED TRANSLATIONS OR LEGAL RESPONSES
Personal brands: Influencers, content creators and educators often build equity around handles, taglines or stage names. If these gain traction without registration, they can be claimed by others and used commercially or to block your growth.
Franchise and licensing models: If your business model involves multiple outlets or agreements with local partners, trademark registration ensures uniform brand use and protects against unauthorised variations.
Software and digital businesses: Names for dashboards, tools or user platforms can be protected as trademarks. This is especially useful in enterprise sales or licensing discussions, where brand assets support perceived value.
It’s also important to consider how the brand name functions in Arabic. All UAE trademark applications are filed in Arabic, and transliteration is required for non-Arabic marks. If your name sounds unclear or awkward when spoken aloud, it may weaken recognition or lead to objections during registration.
You can register names, logos, taglines, packaging elements, product lines, and in some cases, sounds and colours, as long as the mark is distinctive. It must clearly set your brand apart. Generic, descriptive or misleading terms won’t pass. Neither will anything using religious references, state symbols or official emblems. The UAE uses a formal review process. Examiners assess whether the mark is unique, check it against existing records and publish it in the Trademark Journal. If no objections are raised, it proceeds to registration and a certificate is issued. A strong mark is one that’s original, specific and unambiguous. That’s what gives it weight and legal protection.
The process starts with a search. Before filing, it makes sense to check whether your name, logo or slogan is already registered or something too close exists. This saves time and reduces the chance of objections later.
Once cleared, you file through the MoE’s online portal. The application must include the mark, a list of goods or services it covers, and the relevant classification. The UAE follows the ‘Nice Classification’ system, an international list of 45 categories. Some of the most used include Class 35 for advertising and trade, Class 41 for education and entertainment, and Class 9 for software and tech products.
After submission, the ministry reviews the application. If accepted, it’s published in two local newspapers to allow for objections. If no opposition is filed within 30 days, the trademark is registered and a certificate is issued.
The full process takes around four to six months, assuming no complications. The standard government fee starts from Dhs6,500, but this varies depending on the number of classes and any required translations or legal responses. The registration is valid for 10 years and can be renewed.
While it’s possible to file directly, many businesses use legal support to avoid errors, handle rejections and respond to oppositions efficiently. This can save both time and cost over the long term.
Many founders treat trademarking as admin, something to sort out later. They assume being first to use a name is enough, or that small businesses don’t need legal cover. The reality is that it shapes much more than what you can defend. It influences investor confidence, what you can sell and how your business is valued. The UAE is a fast-moving market where brands scale quickly and disputes can move faster, early registration gives you the leverage to act, not react.
The safest time to register? Before launch. The next best? Before someone else does.
Where ‘what ifs’
