RETHINKING RISK: A wake-up call for leadership
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BACK TO THE CLASSROOM:
RESET, RISE, REFOCUS HOW PURPOSE-LED LEADERS ARE REWIRING THE RULES OF SUCCESS
VULNERABILITIES TO VIGILANCE
AGENDA ANNOUNCED SAUDI BUSINESS AND INVESTMENT SUMMIT
PRIORITISING VIGILANCE
Phosphorus’ Osama AlZoubi plots a new cybersecurity roadmap for the MENA region
EMPATHY AS A POWER SKILL: RETHINKING LEADERSHIP IN THE AGE OF UNCERTAINTY
Why today’s leaders must connect deeply to inspire and not just instruct
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BY MARISA PEER
NEURO-LEADERSHIP IN ACTION
Here’s how you can harness purpose in a performance-driven world
n today’s fast-paced world, performance is everything…or so we’re told.
IThe pressure to be productive, efficient, and constantly “on it” has never been greater — but here’s the truth: you can’t pour from an empty cup. You can’t build a powerful business or a legacy when your leadership is running on stress and survival.
What I’ve learned after three decades working with CEOs, creatives, athletes, and entrepreneurs around the world is this: the most successful leaders aren’t just intelligent or strategic — they’re aligned. They understand that ‘how’ you lead starts with how your brain works, and that’s where neuro-leadership comes in.
Neuro-leadership is all about understanding how our thoughts, beliefs, and emotions shape everything we do — from decision-making and performance to confidence and connection.
When you learn to work with your mind, not against it, you unlock a powerful kind of leadership: calm, clear, and purpose driven.
One of the greatest myths in leadership is that pushing harder gets better results. But when your nervous system is stuck in fight-or-flight, your brain can’t access its most brilliant, strategic parts. Stress hijacks creativity, burnout blocks insight, and fear kills innovation
WHY PURPOSE IS NOT A LUXURY, IT’S A LEADERSHIP ESSENTIAL
We’re all wired for purpose — it’s what gives us emotional stamina and fuels resilience, creativity, and drive. When you’re connected to your purpose, your brain releases a cocktail of feel-good chemicalsdopamine, serotonin, oxytocin, which support clarity, connection, and high performance.
I often say, “When you have a why that matters, the how becomes easier.” I’ve seen this time and time again with the high-performing clients I work with. They stop chasing validation and start leading from alignment. They don’t just hit goals, they inspire movements. That’s the power of purposeful leadership.
YOU CAN’T LEAD WELL IF YOU DON’T FEEL WELL
One of the greatest myths in leadership is that pushing harder gets better results. But when your nervous system is stuck in fight-or-flight, your brain can’t access its most brilliant, strategic parts. Stress hijacks creativity, burnout blocks insight, and fear kills innovation.
That’s why working on your mindset isn’t just a personal investment; it’s a professional one, because when you regulate your own nervous system, you create psychological safety for your team, which builds trust, boosts morale, and turns pressure into performance.
I work with many business leaders across the Gulf who are driving visionary change, and I always remind them: the most future-ready leaders are the ones who prioritise mental wellbeing as much as market share. You cannot be a game-changing leader if you are disconnected from your own peace of mind.
REWIRING LEADERSHIP FROM THE INSIDE OUT
In my work, I’ve seen the incredible impact that rewiring beliefs could have on success, confidence, and wellbeing.
So many leaders who, even though they have achieved huge success, are still carrying old stories and beliefs such as “I’m not enough” or “I must constantly prove my worth” — and these beliefs quietly shape how they show up every day.
But here’s the good news: you can rewire your mind and replace limiting beliefs with powerful, empowering ones. You can upgrade your inner dialogue from critic to cheerleader, and when you do, your leadership skills transform.
Neuro-leadership isn’t about doing more; it’s about becoming more. More grounded. More visionary. More connected to your purpose, your people, and your power.
THE NEW DEFINITION OF HIGH PERFORMANCE
The old model of leadership was all about hustle and hierarchy. The new model is about alignment, Pic:
emotional intelligence, and conscious connection.
In my work across the region and globally, I see a rising hunger for this new kind of leadership. One that blends clarity with compassion, excellence with empathy. One where we define success not just by profit, but by purpose and impact.
That’s what makes neuro-leadership so timely and so necessary – because when leaders learn to lead their own minds, they lead their teams, their companies, and their industries more powerfully and create cultures where people don’t just perform – they thrive.
THE FUTURE BELONGS TO THE ALIGNED LEADER
The most powerful message I can leave you with is this: You are not your title, your targets, or your to-do list. You are your beliefs — and when you believe that you are enough, when you lead with purpose, and when you master the habits of the mind, you create a ripple effect that transforms everything around you.
Neuro-leadership isn’t just science, it’s self-mastery. It’s the edge that separates burnout from brilliance, and pressure from presence. L
The writer is the world-renowned therapist, global speaker, and best-selling author. She is also the founder of Rapid Transformational Therapy.
WE’RE ALL WIRED FOR PURPOSE – IT’S WHAT GIVES US EMOTIONAL STAMINA AND FUELS RESILIENCE, CREATIVITY, AND DRIVE. WHEN YOU’RE CONNECTED TO YOUR PURPOSE, YOUR BRAIN RELEASES A COCKTAIL OF FEEL-GOOD CHEMICALS - DOPAMINE, SEROTONIN, OXYTOCIN, WHICH SUPPORT CLARITY, CONNECTION, AND HIGH PERFORMANCE.”
WHY FUTURE-READY LEADERSHIP DEMANDS STRATEGIC DISCOMFORT
If your risk register doesn’t provoke discomfort, it’s incomplete. And if your future looks smooth and linear, it’s probably fiction, say these experts
The year is 2029, and vertical farming has become a symbol of national resilience in the Middle East. Governments have poured billions into hydroponic megafarms. Food security indices have climbed and export deals rolled in. The region has also been hailed globally as a pioneer of agricultural innovation – a place where technology had triumphed over land scarcity and climate stress. And then it all collapses.
A fungal microbe, exploiting the genetic uniformity of hydroponic crops, mutated in a single facility, sweeps through the region’s interconnected systems.
Within six weeks, 40 per cent of regional crop output is lost. Emergency imports are then scrambled at record costs. What seemed like a shining example of resilience is exposed as dangerously brittle.
The risk was known. The signals were there – just not heard, or not heeded.
This isn’t a possible “future” story about agriculture. It spotlights leadership under complexity. From pandemic blindspots to supply chain fragilities and climate volatility to AI backlash, organisations across every sector continue to be surprised by visible and often documented disruptions that were ultimately sidelined.
KNOWN, BUT IGNORED
Why does this keep happening?
Not because the risks are invisible but because they’re inconvenient, ambiguous, or don’t fit the dominant narrative. In environments that reward momentum and performance, there is often little appetite for the slow work of horizon scanning or scenario stresstesting, especially when things appear to be going well.
Risks that are uncomfortable or unfamiliar are easily dismissed as fringe. And when success stories dominate, dissenting signals – especially weak ones – struggle to break through. The vertical farming collapse followed this exact pattern. Early warnings were buried in obscure journals, dismissed as edge-case thinking. There was no lack of intelligence. But attention was highly selective.
THE ILLUSION OF THE LIST
Many organisations believe that because a risk appears on a register, it is being managed. But listing a risk and engaging with it are two very different things.
Take the World Economic Forum’s Global Risks Report. Each year, it publishes a heat map identifying the most severe and likely risks facing the world over the next decade. Climate volatility. Biodiversity loss. Emerging infectious diseases. Cybercrime. Water crises. Year after year, these threats are mapped, flagged, and even color-coded – often with “blobs” so large they’re impossible to miss.
And yet the most common organisational response is to file these risks under “context”, rather than integrate them into core planning. They are
acknowledged, but rarely rehearsed. The problem isn’t the heat map. The problem is what happens after. The mere appearance of a threat on a list can create a false sense of preparedness – a box ticked, a risk “covered”.
Risk registers often serve as a checklist – useful for reporting, but misleading when it comes to real readiness. Rarely do leadership teams ask: What would we actually do if this happened tomorrow?
And most registers fail to consider how risks interact. A CEO scandal, shifting consumer ethics, a tech system failure, and policy fragmentation – individually manageable, perhaps. Together? Catastrophic.
Strategic foresight starts where the risk register ends – not with what’s on the list but with how those risks might collide.
FROM RISK REGISTERS TO RISK REALISM
What does it take to build a future-ready organisation in a time of converging disruption?
WE PROPOSE THREE SHIFTS:
01 Expand peripheral vision: Build structured capacity to detect early signals from the margins – in scientific literature, startup ecosystems, citizen movements, and niche media.
Weak signals are often the earliest indicators of system shifts. Unless you design for it, they won’t rise through the usual filters.
02 Institutionalise strategic discomfort: Challenge internal optimism regularly. Build in moments to stresstest assumptions and rehearse disruption.
Reward people who challenge prevailing wisdom, not just those who confirm it.
03 Map risk interdependencies: Move beyond lists. Use systems thinking to explore how risks could combine.
Model chain reactions and secondary effects. Ask not just “What could go wrong?”, but “What could go wrong together?”
FUTURE-READINESS IS A CULTURAL TRAIT
Foresight isn’t about crystal balls or radical prediction. It’s about readiness for uncertainty – and a willingness to engage the uncomfortable. The most resilient organisations aren’t those that see the future clearly but those that Pics:
build the muscles to adapt to futures they can’t fully see. That begins with humility, curiosity, and the courage to ask: What might we be missing?
This demands a cultural shift. One that values critical inquiry over certainty. Signals over noise. And reflection over reaction.
In the aftermath of every high-profile shock – from pandemics to tech crashes – leaders demand tighter regulation, faster protocols, and better reporting. But those alone won’t build adaptive capacity.
Because in every one of these cases, there were warnings. The failure was not one of ignorance – but of attention. Foresight failed because it asked the system to be uncomfortable – and the system declined.
THREE QUESTIONS EVERY BOARD SHOULD BE ASKING
01 Which of our success stories might be blinding us to emerging fragilities?
02 What signals are we currently incentivised to ignore?
03 If three of our “low-impact” risks hit at once – what would break first?
If your strategy doesn’t create space for doubt, it’s not a strategy – it’s a narrative. If your risk register doesn’t provoke discomfort, it’s incomplete. And if your future looks smooth and linear, it’s probably fiction. L
THE MOST RESILIENT ORGANISATIONS AREN’T THOSE THAT SEE THE FUTURE CLEARLY BUT THOSE THAT BUILD THE MUSCLES TO ADAPT TO FUTURES THEY CAN’T FULLY SEE. THAT BEGINS WITH HUMILITY, CURIOSITY, AND THE COURAGE TO ASK: WHAT MIGHT WE BE MISSING?”
Doris Viljoen is the director of the Institute for Futures Research at Stellenbosch Business School and Nic Labuschagne is the head of Strategy and Crisis Management, APCO MENA.
BY WARDAH HARHARAH
EMPATHY AS A POWER SKILL
RETHINKING
LEADERSHIP
IN THE AGE OF
As command-and-control leadership fades, empathy, trus, and clarity are becoming essential. Today’s leaders must therefore connect deeply to inspire, not just instruct
In an era defined by disruption, the traits that once defined great leadership — control, hierarchy, authority — are no longer enough. Today, it’s empathy, clarity and trust that set great leaders apart.
THE END OF COMMAND-AND-CONTROL
There was a time when leadership meant control. Decisions came from the top. Information flowed down in tight channels. Employees followed orders, not purpose. That era is ending fast.
Across boardrooms in the UAE and Saudi Arabia, there’s a shift underway. Even in traditionally structured industries like banking, oil and gas, pharma, and healthcare, leaders are asking deeper questions: What kind of leadership will move us forward when the future is uncertain? How do we inspire belief, not just compliance?
UNCERTAINTY
As we head deeper into the age of AI and automation, the human connection, not just tools or technology, will become the ultimate differentiator. What separates thriving teams from surviving ones won’t be systems, but trust.
WHY EMPATHY MATTERS MORE THAN EVER
One of the biggest mindset shifts leaders need to make is this: You don’t lead better by taking more control. You lead better by becoming more in tune.
That’s where empathy comes in. And no, it’s not about being overly emotional, nosy, or agreeable. Empathy in leadership means being able to read subtle cues — facial expressions, body language, word choice, energy levels — that KPIs simply can’t reveal.
Empathy tells you when someone is engaged or checked out, empowered or exhausted. It shows you why your
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What separates thriving teams from surviving ones won’t be systems, but trust
top performer is suddenly quiet or why the team isn’t innovating. It offers clarity in places where assumptions usually reign, and clarity is what builds trust. Without trust, performance is just surface level.
McKinsey describes empathy as a critical leadership trait that can drive creativity and productivity. In fastchanging environments, empathy isn’t a soft skill. It’s a power skill.
LEADERSHIP IS A MIRROR
Today, leadership isn’t just a title or a skillset. It’s a reflection of your inner world — your values, beliefs, and how you make sense of power, people, and pressure. Every decision you make as a leader is shaped by that internal compass. But many never stop to ask: Where did these values come from?
Are they still serving me?
What beliefs need to be challenged or updated?
If those questions feel abstract, consider this: When there’s a gap between intention and impact, it’s usually because a leader is acting from outdated or unexamined beliefs. That’s when you see performance without connection, growth without fulfilment, and decisions made in autopilot rather than alignment.
FIVE RED FLAGS THAT TELL YOU ITS TIME TO RECALIBRATE
Not sure if your leadership style is out of sync with today’s reality? Here are five warning signs: 01 Targets are being hit, but energy and innovation are missing.
ACROSS BOARDROOMS IN THE UAE AND SAUDI ARABIA, THERE’S A SHIFT UNDERWAY. EVEN IN TRADITIONALLY STRUCTURED INDUSTRIES LIKE BANKING, OIL AND GAS, PHARMA, AND HEALTHCARE, LEADERS ARE ASKING DEEPER QUESTIONS: WHAT KIND OF LEADERSHIP WILL MOVE US FORWARD WHEN THE FUTURE IS UNCERTAIN? HOW DO WE INSPIRE BELIEF, NOT JUST COMPLIANCE?”
02 People are showing up but not bringing their full conviction or creativity.
03 High performers are burning out or disengaging quietly.
04 Critical conversations are being avoided; honest feedback is rare.
05 Your company has values on the wall but not in the day-to-day behaviour. These aren’t problems you solve with more meetings or new tools. They’re signals that something deeper needs attention: values, trust, and the human experience of leadership.
FROM PERFORMING LEADERSHIP TO EMBODYING IT
The reality is most leaders aren’t failing because they’re unqualified. They’re leading from depletion. Many are navigating complexity, uncertainty, and shifting demands, without pausing to reflect.
That pause is critical. Because real leadership is not about performance, it’s about embodiment. It’s not about looking the part but aligning who you are with how you lead.
In the future of work, emotional intelligence will be as important as technical ability. It shapes how we communicate under pressure, how we make decisions, and how we build psychological safety, which is the true foundation of resilient teams.
FINAL THOUGHTS
Empathy, when applied with intention and clarity, is a power skill that gives leaders access to the one thing spreadsheets can’t show: the emotional pulse of their teams. The most effective leaders in today’s changing world aren’t the ones who bark orders or chase KPIs. They’re the ones who understand people, who build trust, and who adapt not from fear, but from alignment. How we lead matters. And more than ever, who we are when we lead matters even more. L
The writer is a chartered FCIPD, ICF-PCC and the founder of Dubaibased The Human Experience Management Consultancy.
SECURING THE GCC’S DIGITAL FRONTIER
OSAMA ALZOUBI, MIDDLE EAST AND AFRICA VP AT PHOSPHORUS CYBERSECURITY INC, WARNS THAT AS CYBER THREATS SURGE WITH AI-POWERED ATTACKS AND PERVASIVE CONNECTED DEVICES, EXTENDED IOT (XIOT) NETWORKS IN THE GCC PRESENT THE MOST CRITICAL VULNERABILITY, NECESSITATING RAPID ADOPTION OF ADVANCED, AUTOMATED DEFENCE
WORDS OSAMA ALZOUBI
PHOTOS RAMEEZ MANAMA
Cyber threats across the GCC are accelerating at an alarming pace, fueled by three converging forces: the explosion of connected devices, the rapid rise of AI-generated cyberattacks, and the widespread accessibility of plug-and-play hacking kits. From airport surveillance cameras to smart oil refinery sensors, the region’s infrastructure now leans heavily on xIoT — an extended network of devices spanning printers, displays, drones, robotics, and beyond. Alarmingly, enterprises in the Gulf now average 13 xIoT devices for every traditional IT asset, many of which were never designed with security in mind.
Generative AI has transformed the cyber threat landscape, allowing even unskilled attackers to launch sophisticated offensives. As recently reported by BleepingComputer and Cointelegraph, hackers are now deploying AI-written malware that adapts in real time, using natural language interfaces to craft polymorphic code and develop customized exploits. These innovations reduce the technical barrier to entry and allow anyone with access to malware-as-a-service platforms to compromise endpoints with alarming ease — whether it’s a thermostat left online, a printer with outdated firmware, or an unsecured smart camera.
For CISOs and decision-makers across the region, the message is unequivocal: xIoT represents the most vulnerable flank of our digital infrastructure. Without rapid adoption of intelligent, automated defences tailored to this unique attack surface, we risk exposing our most vital systems to catastrophic disruption.
WHY XIOT SECURITY IS HARDER AND MORE URGENT THAN EVER
While securing traditional IT has always been a challenge, the xIoT landscape presents a new level of complexity. The reason? Massive fragmentation and exponential scale. Unlike IT systems that typically revolve around a handful of major vendors, xIoT ecosystems can involve devices from hundreds of manufacturers, each with its own firmware, communication protocol, and update cadence. There is no standardisation, no common language, and no room for error.
Worse, the sheer number of devices is overwhelming. Hospitals rely on connected infusion pumps and imaging systems, smart buildings run on digital thermostats, lighting, and access controls, and critical infrastructure uses embedded sensors to manage oil production and monitor water systems. These devices often run on firmware instead of operating systems like Windows or Linux, making traditional IT tools useless. You can’t install an agent, you can’t use a scanner, and most go unmanaged and unnoticed until it’s too late.
This scale creates an operational nightmare. One IT professional may oversee 100 traditional endpoints, but applying the same model to xIoT would require teams of hundreds. That’s impossible, and with a global cybersecurity talent shortage, it’s unsustainable.
The risk is real; in 2025, several breaches across the GCC exploited outdated or misconfigured xIoT devices. Attackers used old firmware and default credentials to move laterally across networks — a printer, a CCTV, a smart HVAC panel — these seemingly harmless devices became gateways into high-value targets.
FROM BIOMETRIC CHECK-INS AND AI-POWERED IMMIGRATION GATES TO REAL-TIME BAGGAGE TRACKING AND AUTONOMOUS KIOSKS, EVERY ELEMENT IS CONNECTED, RESPONSIVE, AND DESIGNED FOR SPEED AND PRECISION
Between March and May 2025, multiple attacks in the region illustrated how real and urgent the risk has become. In one case, attackers exploited a printer running outdated firmware to move laterally into a building’s control systems — a tactic made possible in part because 36 per cent of IT teams delay printer updates, according to an HP Wolf Security report.
In another, hackers hijacked exposed security cameras in a smart city project using open ports and default credentials. Research from Trend Micro and Security Magazine found more than 40,000 such cameras accessible on the public internet as of June 2025.
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INTELLIGENT SECURITY AT SCALE: THE PHOSPHORUS APPROACH
At Phosphorus, we’ve engineered a platform that redefines what xIoT security can be — simple, scalable, and surgical. Our solution delivers precision defence without disrupting the network, there’s no need for additional hardware, agents, or mirrored traffic; it’s intelligent protection at machine speed.
Our platform leverages Intelligent Active Discovery. It safely scans millions of IP addresses in hours, identifying every connected device in the network. We interrogate each endpoint, detect the protocol it uses, and uncover whether it still runs on default credentials. We build complete profiles that include vendor, model, firmware version, and exposed ports.
The Phosphorus Enterprise Platform goes beyond device visibility — empowering security and IT teams to execute scalable remediation across the extended IoT (xIoT) ecosystem. With the ability to patch firmware, rotate credentials, and correct misconfigurations at machine-scale, the future of the GCC is being shaped by smart cities, autonomous systems, AI-driven healthcare, and hyper-connected enterprises, each powered by the expanding world of xIoT.
Every smart streetlight, connected medical device, or industrial sensor represents a potential entry point for threat actors. In today’s rapidly evolving threat landscape, securing this new digital frontier demands more than traditional defences. It requires a new level of governance, comprehensive auditing, enforceable policies, and regulatory frameworks designed to safeguard national infrastructure at scale and with over one million device types. Phosphorus delivers security with speed, efficiency, and
The risk is real...
IN 2025 , MULTIPLE CYBER BREACHES ACROSS THE GCC TOOK ADVANTAGE OF MISCONFIGURED OR OUTDATED XIOT DEVICES. Threat actors leveraged default passwords and obsolete firmware to move laterally within networks. Seemingly innocuous devices — from printers and CCTVs to smart HVAC panels — were turned into entry points, ultimately exposing high-value systems to attack.
scale unmatched in the industry. This is not just security; this is operational transformation. Our clients gain full visibility, accelerated control, and measurable risk reduction. The result? Stronger defences, smarter operations, and safer futures.
THE GULF’S SMART CITIES ARE BUILT ON XIOT
Over the past decade, Saudi Arabia and the UAE have emerged as global powerhouses in smart services and smart city innovation, and their airports are the crown jewels of this digital evolution, these hubs are more than transit points, they’re showcases of xIoT synergy. From biometric check-ins and AI-powered immigration gates to real-time baggage tracking and autonomous kiosks, every element is connected, responsive, and designed for speed and precision, it’s a frictionless experience made possible by a dense web of devices, all orchestrated to work in concert, this isn’t just innovation, it’s national ambition brought to life, setting a global benchmark for smart mobility. Beyond the airport terminals, the smart city landscape across the Gulf is rapidly evolving into one of the most connected
BETWEEN MARCH AND MAY 2025... a wave of cyberattacks across the region underscored the growing urgency of xIoT security. In one incident, hackers breached a network by targeting a printer with outdated firmware, then pivoted into the building’s control systems. The attack was enabled, in part, by the fact that 36 per cent of such devices still run unpatched or obsolete software.
Source: HP Wolf Security report
IN ANOTHER CASE, HACKERS HIJACKED EXPOSED SECURITY CAMERAS IN A SMART CITY PROJECT USING OPEN PORTS AND DEFAULT CREDENTIALS. More than 40,000 such cameras were accessible on the public internet as of June 2025.
Source: Trend Micro and Security Magazine
environments on the planet, IoT and xIoT devices form the digital backbone of modern urban infrastructure, these technologies power adaptive traffic systems that learn from congestion patterns and reroute flows in real time, they enable predictive energy management by monitoring and adjusting usage across city grids, they support waste management, water conservation, environmental sensing, and even digital public safety networks. From connected streetlights that respond to movement to smart parking systems that guide drivers to available spots, the smart city of today is alive with devices that sense, respond, and optimise.
CITIES ARE WIRED WITH IOT AND XIOT DEVICES THAT OPTIMISE TRAFFIC, MANAGE UTILITIES, AND SUPPORT EMERGENCY RESPONSE, SENSORS MONITOR ENERGY GRIDS, ACTUATORS ADJUST TRAFFIC LIGHTS , AI SYSTEMS COORDINATE SERVICES DYNAMICALLY, IT’S A NEW STANDARD FOR DIGITAL LIVING — RESPONSIVE, RESILIENT, AND READY FOR WHAT’S NEXT.”
Across Riyadh, Jeddah, Dubai, Doha, and Abu Dhabi, this vision extends beyond airports, cities are wired with IoT and xIoT devices that optimise traffic, manage utilities, and support emergency response, sensors monitor energy grids, actuators adjust traffic lights, AI systems coordinate services dynamically, it’s a new standard for digital living — responsive, resilient, and ready for what’s next.
This connected evolution didn’t happen overnight, it is the result of strategic investments, public-private partnerships, and visionary leadership, the Gulf is not reacting to the future, it is building it.
BUILDING ON STRONG FOUNDATIONS: THE CRITICAL IMPERATIVE TO SECURE XIOT
Governments in the region have already proven themselves as proactive leaders in cybersecurity. Saudi Arabia’s National Cybersecurity Authority (NCA) has put in place guidelines, including the Cybersecurity Guidelines for IoT (CGIoT), Essential Cybersecurity Controls (ECC), and OT Cybersecurity Controls (OTCC). Similarly, UAE’s Cybersecurity Council is spearheading activities in the protection of digital services and critical infrastructure.
However, the current threat landscape is evolving. With the future of the GCC relies on smart cities, autonomous systems, AIpowered healthcare, and ultra-connected businesses all powered by xIoT. Every security camera, connected medical device or industrial sensor is a potential inroad.
This new wave of assault surface demands a higher degree of governance, including auditing, with policies and regulations set in place to enforce them.
AI WILL REDEFINE CYBERSECURITY RESILIENCE
The sheer volume and diversity of IoT devices render human-centric security operations impossible. Devices come in every form, limited compute capacity, proprietary communication protocols, decades-long lifespans, and are often installed and forgotten by third parties.
Ownership has been unclear. Monitoring has been minimal. Security hygiene has been inconsistent at best, until now.
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WHEN THE MANUAL TASKS BECOME
AUTOMATED, TECHNICIANS CAN BE MORE STRATEGIC . YOUR STAFF CAN INVENTORY, PERFORM RISK ASSESSMENTS, REMEDIATE VULNERABILITIES, MONITOR , AND MANAGE MILLIONS OF DEVICES. NO MORE MANUAL GRIND. WITH AUTOMATED OPERATIONS, THEIR IMPACT BECOMES MUCH GREATER. AND YOUR STAFF GOES FROM BEING OVERWHELMED TO BEING EFFECTIVE AND EFFICIENT.”
Phosphorus is taking a new approach to defend the most vulnerable parts of our customer’s infrastructure through its xIoT Security and Management Platform — an AI-powered, agentless solution that delivers proactive, enabling protection across IoT, OT, IIoT, and IoMT, or xIOT environments. Imagine if every device on your network could be discovered, assessed, and remediated automatically, at scale, with minimal manual effort. AI-driven device discovery and assessment. Policies defined by humans with AI-driven deep insights and context, enforcement carried out by AI-driven automation.
With our patented Intelligent Active Discovery engine, Phosphorus achieves precision in device identification and deep, contextual classification at unprecedented scale, enabling realtime visibility and continuous posture monitoring. Our engines identify vulnerabilities and prioritise risk stemming from outdated firmware, default credentials, insecure configurations, and digital certificate gaps, while automated remediation capabilities allow organisations to rotate credentials, patch firmware, and quarantine vulnerable assets.
We see a world where your current dilemma of not having the proper staff to manage your current deployments is not a problem. When the manual tasks become automated, technicians can be more strategic. Your staff can inventory, perform risk assessments, remediate vulnerabilities, monitor, and manage millions of devices. No more manual grind. With automated operations, their impact becomes much greater. And your staff goes from being overwhelmed to being effective and efficient.
As nations across the GCC and the MENA region accelerate digital infrastructure and smart city initiatives, Phosphorus delivers the cyber-physical resilience demanded by CISOs, CIOs, and government leaders tasked with protecting national assets and critical systems from escalating adversarial threats.
STRATEGIC PARTNERSHIPS IN THE GULF
Phosphorus is not a vendor, we are a partner, across the Gulf, we’ve forged strategic collaborations with government entities, investment ministries, and leading enterprises, we’ve contributed to high-level dialogues between US and GCC stakeholders, aligning innovation with national priorities.
Our engagements are long-term, confidential, focused on outcomes, not optics, whether in healthcare, finance, logistics, or smart infrastructure, we’re helping organizations secure what matters most.
REAL-WORLD IMPACT: AT SCALE, WITHOUT DISRUPTION
A top-tier healthcare network faced hidden risks from untracked infusion pumps, weak passwords and outdated firmware made them vulnerable, Phosphorus platform discovered every device, assessed their risk, and applied fixes, all without disrupting care.
A financial powerhouse with 30,000 connected endpoints had zero visibility into their xIoT footprint, we scanned the environment, mapped every device, and closed critical gaps, the result was not just compliance, it was confidence.
In a major Gulf smart city, devices were deployed faster than they could be secured, we provided live asset mapping, change alerts, and real-time control, the city’s infrastructure is now monitored, protected, and future-proofed.
FINAL THOUGHT: THE TIME IS NOW
PHOSPHORUS SEES A WORLD WHERE YOUR CURRENT DILEMMA OF NOT HAVING THE PROPER STAFF TO MANAGE YOUR CURRENT DEPLOYMENTS IS NOT A PROBLEM
The GCC is redefining what’s possible in digital infrastructure, pushing the boundaries of innovation across sectors, but with this remarkable progress comes an urgent responsibility to protect the very systems that power this transformation, the rise of xIoT is not just a technological evolution — it’s a seismic shift that demands a new, intelligent security paradigm built for speed, scale, and sophistication.
At Phosphorus, we’re proud to stand at the forefront of this shift, we are not waiting for tomorrow — we are delivering cutting-edge protection today, together, let’s ensure that the Gulf & MENA’s digital future is not only visionary, but also secure. L
BY NEESHA SALIAN INTERVIEW
How GCC leaders can operationalise AI
SENIOR TECH LEADERS WEIGH IN ON WHAT IT TAKES TO TURN AI INTO A LONG-TERM BUSINESS ENABLER — AND WHAT COULD HAPPEN TO THOSE THAT DON’T ADOPT IT NOW
As the UAE and wider Gulf push toward becoming artificial intelligence (AI)-driven economies, business leaders are shifting focus from experimentation to execution. With AI now seen as critical infrastructure rather than a side project, companies are under pressure to scale fast, deliver measurable impact, and build systems that learn and evolve. From autonomous multi-agent platforms to AI-governed customer engagement and intelligent document processing, executives from Inception, Core42, Endava, JAGGAER, and Dataiku weigh in on what it takes to turn AI into a long-term business enabler — and what could happen to those that don’t.
ASHISH KOSHY CEO AT INCEPTION
AI is becoming a critical part of business operations, placing growing pressure on organisations to scale quickly, integrate responsibly, and demonstrate measurable impact in much shorter timeframes. For leaders, the priority now lies in building AI-native organisations with agentic systems that are autonomous, interoperable, and continuously learning. This requires purpose-built infrastructure, responsible design, and teams equipped to deliver real-world outcomes. It also calls for a technology partner who understands the business context and where AI can deliver the greatest value.
KIRIL EVTIMOV
GROUP CTO AT G42, AND CEO AT CORE42
AI is the defining technology of our time. Its pace of adoption, scale of innovation, and real-world impact are unmatched. The UAE has set a clear, strategic vision for AI as a national growth driver. At Core42, we’re enabling that vision by helping organisations deploy AI at scale with speed, trust and purpose.
Previous industrial revolutions — from steam power to electrification to computing — each reshaped the world. But none match the breadth and speed of what we’re seeing today with AI. It is transforming how services are delivered, how businesses create value, and how governments build resilience.
HANY MOSBEH
SVP – MEAPAC AT JAGGAER
TGAVIN JACKSON
SVP DATA AND AI AT ENDAVA
AI is transforming enterprises by improving efficiency, enhancing decision-making, and unlocking new revenue streams. Agent and multiagent AI systems can automate processes that were too complex for robotic process automation.
AI-driven code generation and validation are transforming software development. AI can write and review code, ensuring robustness and maintainability. This reduces development time and lowers long-term maintenance costs, increasing the ROI of software investments.
AI enhances how businesses identify, qualify, and engage potential customers. By conducting deep research and tailoring outreach based on customer personas, AI helps optimise marketing efforts. This results in a lower cost of acquisition and an increase in customer lifetime value.
AI is advancing beyond simple chatbot interactions. Intelligent AIdriven customer support systems can anticipate issues before they arise, providing proactive solutions. Personalised AI-driven assistance improves customer satisfaction and loyalty, leading to higher retention rates.
he first step is identifying what matters most to stakeholders. AI’s impact should be framed in a way that resonates — your chief financial officer will care more about financial efficiencies than process automation, while your chief executive officer may focus on AI’s potential to enhance reputation and innovation. Clear metrics, such as time savings, cost reductions, and risk mitigation, help quantify AI’s value.
Equally important is demonstrating the risks of inaction. Competitors are already implementing AI, and standing still is not an option. If internal buy-in is slow, case studies from other organisations can serve as proof of success.
Choosing the right implementation approach — whether building in-house, hiring a specialist team, or partnering with an established vendor — depends on organisational needs. A well-structured implementation plan, with clear milestones and continuous stakeholder communication, ensures AI adoption stays on track.
And of course, measure impact at key intervals — immediately, after six months and turn AI into a longterm business enabler.
Many back-office finance functions, such as billing, reconciliation, and auditing, suffer from inefficiencies due to poor data capture. AI-powered intelligent document processing and data management streamline these processes, improving accuracy and reducing manual effort.
SID BHATIA
AREA VP AND GM
– MIDDLE EAST, TURKEY AND AFRICA AT DATAIKU
To become AI-ready, enterprises should begin by aligning AI initiatives with business goals and clearly defining the objectives of AI adoption. A robust data strategy is foundational, ensuring that data is clean, well-governed, and accessible across the organisation. Investing in scalable infrastructure — whether on-premise or in the cloud — is crucial to handle the demands of AI workloads. Encouraging collaboration between IT, business units, and data science teams is key to integrating AI successfully into business processes. Best practices also include establishing AI governance frameworks to ensure ethical, transparent, and secure AI use, while fostering a culture of continuous learning to upskill employees. Ultimately, having clear communication, strong leadership, and a commitment to innovation will enable the enterprise to adopt AI seamlessly. L
BY NEESHA SALIAN INTERVIEW
EXECUTIVE EDUCATION
Accenture’s Abir Habbal on preparing AI-savvy leaders
EXECUTIVE EDUCATION COURSES SUCH AS ACCENTURE AND STANFORD UNIVERSITY’S GENERATIVE AI SCHOLARS PROGRAMME ARE HELPING C-SUITE LEADERS PREPARE FOR AN AI DOMINATED ECOSYSTEM
The AI revolution isn’t coming — it’s already here. But for most business leaders, bridging the gap between AI hype and actionable strategy remains a challenge. Enter the Generative AI Scholars Programme, a joint initiative by Accenture and Stanford University, now being rolled out across the Middle East.
In this interview, Abir Habbal, Data and AI Strategy & Consulting lead at Accenture in the Middle East, explains what makes this programme more than just another executive course.
In your view, what role can executive education play in accelerating the region’s digital transformation?
Executive education programmes are instrumental in accelerating the Middle East’s AI transformation by compre-
hensively equipping leaders for the AI era. They are crucial for building AI-literate leadership, empowering decision-makers across the GCC to not only understand AI’s potential but also to strategically apply it within their organisations. This involves a fundamental shift in mindset: moving from viewing AI purely as an IT function to recognsing it as a catalyst for business model transformation and sustainable growth.
By fostering AI fluency, these programmes bridge the communication gap between the c-suite and technical teams, enabling more productive dialogues and streamlined decision-making. However, to fully close the gap between this ambition and tangible impact, several critical elements are still needed. Beyond leadership, there must be a broader investment in rolebased AI training across all levels of the workforce, ensuring everyone understands how AI integrates into their daily tasks and contributes to organisational goals.
Furthermore, the emphasis on responsible AI must be woven into the fabric of every initiative, with clear governance models addressing data privacy, bias, and transparency from inception, as this builds crucial trust for widespread adoption.
Ultimately, sustained success hinges on a commitment to scaling what works, fostering a culture of continuous learning and experimentation, and aligning AI innovation directly with national economic diversification and digital transformation priorities across the region.
What are the most common barriers you see among business leaders trying to adopt AI?
Despite high awareness, a significant gap exists between AI understanding and real-world implementation among business leaders.
Accenture’s research highlights that while 84 per cent of c-suite executives believe they must leverage AI to achieve their growth objectives, only 15 per cent feel their organisation is truly ready to scale it. The most common misconceptions and barriers include:
Uncertainty about where to start: The rapidly evolving AI landscape makes it challenging to differentiate hype from achievable business value.
Lack of leadership alignment: If c-suite leaders (CIO, CFO, CHRO) don’t operate from a shared understanding, AI initiatives often stall at the pilot stage.
Organisational unreadiness: Many businesses lack the foundational data infrastructure, skilled talent, or robust governance frameworks needed for responsible AI scaling. As Accenture’s research indicates, 70-80 per cent of AI initiatives never move beyond the pilot phase, and while many focus on technical capabilities, successful AI implementation is predominantly a people and process challenge.
Misconception of AI as purely an IT initiative: Leaders often fail to see AI as a core strategic imperative for growth, innovation, and competitiveness, viewing it simply as a technological tool rather than a catalyst for business model transformation.
Risk avoidance over responsible risk-taking: Concerns around ethics, trust, and governance, while valid, can lead to a paralysis of innovation if not balanced with a strategy of embracing innovation with built-in guardrails and responsible AI practices from day one.
Lack of clarity on ROI: A significant barrier is establishing ROI on identified opportunities and making a business case for scaling initiatives, which are often perceived as more challenging than technical limitations.
Walk us through what makes this programme and how academic insights with real-world application.
Accenture’s Generative AI Scholars Program in collaboration with Stanford is designed to go beyond traditional executive education by fostering deep understanding and practical application of generative AI (GenAI) for business and technology leaders. It combines over 40 hours of best-in-class online learning taught by leading Stanford faculty and lecturers with industry insight from Accenture experts.
This unique blend isn’t merely about comprehending the technology; it’s about fundamentally shifting mindsets from “AI is interesting” to “Here’s how we lead with it”. The programme includes easily digestible, bite-sized modules, industry spotlights, case studies, and reflection activities, ensuring participants not only grasp complex concepts like technical fundamentals, foundation models, and prompt engineering but also develop the generative AI strategy and technology know-how for real-world application.
Why was the Middle East chosen as the next region for the rollout of the programme?
This region is not merely adopting AI; it’s actively leading
its development and integration into national visions. Both nations are making substantial financial commitments to AI infrastructure, research centres, and digital ecosystems.
This includes significant government-backed AI R&D funds, free zones offering incentives for AI businesses, and partnerships with global cloud technology organisations. The region is not just investing in technology but also in building a modern digital core, which Accenture sees as essential for continuous reinvention and for organisations to rapidly seize every opportunity presented by AI.
Recognisng that technology adoption requires human capital, these nations are heavily investing in developing AI fluency across their workforces, from top leadership to technical teams.
We are working with MCIT Saudi Arabia in an Accenture artificial intelligence training programme organised by the Accenture LearnVantage Academy. These programmes directly address human capital requirements by equipping senior officials and business leaders with the mindset and skills needed to lead with AI responsibly.
As the programme moves from theory to action, what kind of real-world business outcomes are participants expected to achieve?
Participants are expected to achieve: Enhanced decision-making, Increased employee productivity and empowerment, Tangible business impact, Accelerated organistional agility, Business model transformation, and Innovation at scale. L
THE MIDDLE EAST, SPECIFICALLY SAUDI ARABIA AND THE UAE HAVE EMERGED AS PRIME FOCUS FOR THE ROLLOUT OF PROGRAMMES LIKE THE GENERATIVE AI SCHOLARS PROGRAM DUE TO THE COUNTRY VISIONS AND THEIR UNPARALLELED AMBITION AND STRATEGIC COMMITMENT TO BECOMING GLOBAL LEADERS IN AI.”
Abir Habbal
BY NEESHA SALIAN
From a new law to tech, DIFC Courts’ Ayesha Bin Kalban shares her insights
THE REGISTRAR DISCUSSES COURT OPERATIONS, HOW MEDIATION AND TECHNOLOGY ARE RESHAPING DISPUTE RESOLUTION IN DUBAI AND BEING A ROLE MODEL FOR EMIRATI WOMEN
Tell us about your journey with DIFC Courts. I started out in law because I genuinely wanted to do good — maybe it sounds clichéd — but I wanted to make a difference and improve people’s lives. I hold a degree in law and political science from the University of Saint Joseph Dubai. I am qualified to appear before both local and federal courts in the UAE. However, after a year and a half in practice, I realised that being a lawyer wasn’t where I could contribute most meaningfully. Then an opportunity came up with the DIFC Courts in 2015, and I took it, joining as a case progression officer.
Since then, I’ve steadily grown with the DIFC Courts: first, as assistant registrar in 2018, then as deputy registrar of the Small Claims Tribunal in 2019, becoming the deputy registrar of DIFC Courts in 2020. In November 2022, I was appointed the registrar. Today, I oversee case progression, sit as a judge and mediator with the Small Claims Tribunal, and hear applications in the Court of First Instance, Court of Appeal and the Enforcement Department.
I often say that during my eight-hour workday, I’m in the “hot seat”, ensuring cases move efficiently and that parties feel heard and understood.
Let’s shift to Law No 2 of 2025. What are the most important updates from your perspective?
It consolidates previous laws — Dubai Law No 12 of 2004 and DIFC Law No 10 of 2004 —into one statute. This improves transparency and removes outdated or conflicting clauses. It clarifies our jurisdiction over civil, commercial, employment matters, non-Muslim wills, trusts and enforcement of arbitral awards. It also strengthens governance, giving the chief justice greater authority and clearly separating judicial and administrative functions. Additionally, it supports digital innovation, enhancing our tech-driven court processes.
How does the law strengthen judicial independence while aligning with UAE legal reforms? It creates a clearer separation between judicial decisionmaking and court administration. It expands the chief justice’s authority over judge assignments and ensures decisions remain independent. This framework supports the UAE’s judicial reforms aimed at investor confidence and modernised dispute resolution.
how does this initiative impact efficiency and user experience for mediation?
Mediation is less formal, faster and often more effective.
When parties agree on outcomes, they’re more likely to comply. This helps reduce caseloads, lowers stress on judges and fosters faster dispute resolution. It’s better for business continuity and satisfaction.
What about clearer jurisdictional boundaries ?
The new law has refined our role, particularly in enforcement of civil and employment matters involving DIFC entities. It streamlines our power to recognise arbitral awards and provide interim relief, especially in support of foreign proceedings, this being in line with common law practice.
What’s being done to speed up litigation and improve case management?
We’re focusing on the user experience — creating efficient, affordable procedures and fast-tracking hearings. Some emergency hearings can be scheduled within an hour.
How has technology helped the DIFC Courts enhance efficiency and service delivery?
Technology is central to our court strategy and aligns with Dubai’s broader vision of becoming a global leader in smart, efficient dispute resolution. From advanced digital case management tools to the ability to fast-track hearings — including emergency matters within just an hour — technology is transforming how justice is delivered.
What are your three tips for a successful negotiation?
Active listening: It’s not just about hearing someone, but making them feel heard. That alone can defuse a lot of tension.
Empathy: Put yourself in the other person’s shoes — understand their context before relaying it to others. Read the room: Know who you’re speaking to, build rapportand be curious about them. Understanding what matters to the other side improves outcomes.
I’ll add a fourth — be curious. It helps create connection and trust, which are essential in negotiations.
Finally, what advice would you give other Emirati women pursuing a career in the legal profession?
We sometimes start on the back foot, especially if we have responsibilities at home. But those experiences — like motherhood — instill resilience, compassion, and understanding, which are essential in roles like mine. My advice is: don’t compartmentalise your life, use your strengths from both personal and professional spheres.
Work-life balance is important, but it’s okay for those sides to overlap sometimes. L
BY NEESHA SALIAN INTERVIEW
Primed for performance
WITH EXECUTIVE BURNOUT RISING AND LEADERSHIP PRESSURE AT AN ALL-TIME HIGH, THE NEED TO BOOST PERFORMANCE AND RESILIENCE IS KEY. HERE, PRIME PERFORMANCE LABS’ FOUNDER JASON LEAVY AND COGNITIVE NEUROSCIENTIST SAMIRA CUTTS SHARE THEIR SCIENCE-BACKED, HUMAN-FIRST APPROACH TO HELPING LEADERS OPERATE AT THEIR PEAK
In the high-stakes world of executive leadership, pressure is a constant companion but the traditional hustle culture is quietly burning out some of the world’s most ambitious minds. With productivity tools, therapy apps, meditation podcasts and biohacks flooding the market, there’s no shortage of advice. Yet for many C-suite leaders, founders, and entrepreneurs, the results are still falling short.
Enter Prime Performance Labs, a boutique human optimisation company founded by former global media executive Jason Leavy. Based in Dubai and London, the firm offers a unique blend of neuroscience, executive coaching and data-driven insights.
Alongside cognitive neuroscientist Samira Cutts and Dr Brendan Stubbs, the company’s chief scientific advisor, who is based at the University of Vienna, the company is building a new blueprint for how leaders perform, recover and thrive.
With clients ranging from corporate executives to entrepreneurs, their approach spans everything from neurofeedback sessions for cognitive performance
through to stress management and psychological resilience – all grounded in cutting-edge research and personal experience.
We caught up with Leavy and Cutts and discussed why performance and wellbeing go hand in hand, the myths around burnout, and how they’re
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Jason Leavy Samira Cutts
helping leaders build not just a better business, but a better brain. Here are excerpts from the conversation.
Tell us about Prime Performance Labs and its goals.
JASON LEAVY (JL): After years in global leadership roles, I realised that most high performers are functioning below their potential – not due to lack of effort but because they’re not equipped with the right tools. Prime Performance Labs is designed to support executives with an evidence-based, personalised approach to improving performance, longevity and overall wellbeing. We bring together neuroscience, coaching, physical health, and emotional support to create an integrated solution.
What makes your approach different from traditional executive coaching or wellness programmes?
SAMIRA CUTTS (SC): We work at the intersection of science and lived experience. It’s not just about sleep, food and exercise – we go deeper. We evaluate cognitive load, neurobiology, underlying stress patterns, and individual limitations, whether genetic, behavioural or environmental. Our work is investigative and highly tailored. We don’t hand out generic advice. Every element is mapped to that client’s unique needs and aspirations.
JL: We’re also extremely outcome-focused. Everything is built to be evidence-based, measurable, and impactful. As Dr Brendan Stubbs, our chief scientific advisor, has devised, our comprehensive onboarding assessment includes interactive cognitive tests and questions across various modalities, providing a robust baseline. If someone has a personal trainer or therapist, we don’t replace them – we integrate with what’s working and focus on what’s missing. It’s about complementing, not competing.
Give us examples of what kinds of issues executives come to you with.
SC: Brain fog, burnout, disrupted sleep, age-related cognitive issues – these are common. We also help leaders navigate chronic stress, emotional disconnection, even performance anxiety. We support them in layers – sometimes using neuromodulation technologies like EEG or neurofeedback if needed.
What role does neuroscience play in all this?
JL: For many high performers, understanding the “why” is critical. Neuroscience helps demystify behaviour. Dr Brendan, for example, once worked with a client whose sleep issues were traced back to high-intensity workouts late at night, a connection the client hadn’t made. When they see brain activity change during a walk in nature versus while doom-scrolling on a phone, it clicks. This isn’t “woo-woo”, it’s data-backed. It moves the conversation from belief to science – and that builds trust.
SC: That’s where neuromodulation comes in too. Tools such as hyperbaric oxygen therapy or EEG-driven
Clients have 12 one-on-one coaching sessions over six months, with six of these sessions being with either Samira or Dr Brendan, focusing on the neuroscience perspective
neurofeedback help us retrain the brain for better function. These are powerful, non-invasive interventions that produce long-term neuroplastic change. They’re not for everyone, but for the right cases, they’re transformative.
How do you ensure what you offer is accessible and not just for the ultra elite?
JL: We’re very intentional about this. While some tools are expensive, our core services are grounded in accessibility. Our Prime Performance Programme, grounded in neuroscience and the psycho-dynamic model of coaching, has been co-designed by Dr Brendon and myself to deliver on the promise of helping individuals lead better and live better.
SC: Yes, the point is not to dazzle with tech, it’s to empower with insight. The most important thing is helping people understand themselves – what’s draining them, what’s helping them thrive, and how to make small, sustainable changes that compound over time. The dashboard we’ve created allows us to quantify data points like short-term memory, processing speed, and reaction time, providing measurable insights into cognitive function.
What’s your end goal with Prime Performance Labs?
JL: To change the way we think about leadership. We want to help a generation of leaders operate at their best – not just for profit, but with purpose, presence, and personal health intact. L
THE POINT IS NOT TO DAZZLE WITH TECH, IT’S TO EMPOWER WITH INSIGHT. THE MOST IMPORTANT THING IS HELPING PEOPLE UNDERSTAND THEMSELVES – WHAT’S DRAINING THEM, WHAT’S HELPING THEM THRIVE - AND HOW TO MAKE SUSTAINABLE CHANGES THAT COMPOUND OVER TIME.”
anthony@motivate.ae
Hitesh.Kumar@motivate.ae
