Khalifa Al Shamsi shares how e& is shaping a connected, inclusive future
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An insight into the news and trends shaping the region with perceptive commentary and analysis
Khalifa Al Shamsi, CEO of e& life and e& international, shares how the telco and tech giant is driving digital transformation and shaping a connected, inclusive future
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Insights on how the region’s dynamic SME ecosystem is evolving
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We delve into myths surrounding DEI, particularly its supposed link to profitability, and how businesses, especially in the GCC, can approach these initiatives with a more realistic, results-driven mindset
Aprofound shift has taken place in corporate America, highlighted by the new Trump administration’s vehement rejection of diversity, equity and inclusion (DEI) initiatives. This movement has laid bare the excesses of a belief once regarded as unassailable. This realignment underscores the urgent need for companies worldwide, particularly in the GCC, to scrutinise the purported benefits of DEI with impartiality and data-driven analysis, rather than blindly adopting the vague rhetoric of corporate dogma. Many organisations have taken DEI to extreme micro-categories, causing distress among employees across various sectors.
For years, global consulting behemoths have promoted DEI as an economic panacea, invoking nebulous correlations between workforce heterogeneity and financial success. McKinsey’s oftenquoted research claims that companies in the upper echelons of gender and ethnic diversity outperform their counterparts by margins of 25 per cent and 36 per cent, respectively. However, when subjected to rigorous academic scrutiny, these findings unravel, lacking causal substantiation. Wellknown professors Jeremiah Green and John Hand dismantled the methodological flaws underpinning such claims, highlighting a disturbing pattern of selective data curation designed to bolster a lucrative advisory industry rather than provide reliable business intelligence.
Enterprises that blindly enshrine DEI as a fiscal lodestar risk veering into a labyrinth of operational inefficiencies. The fundamental premise that diversity engenders innovation is neither a universal axiom nor an infallible strategy. While divergent perspectives can indeed catalyse creativity, they can also foment discord, impeding cohesion and decision-making. Harvard Business Review concedes that while demographic heterogeneity may spark creativity, it also introduces social schisms that attenuate collaboration. The University of Michigan corroborates this view, demonstrating that the presence of varied problem-solving approaches does not automatically result in optimal solutions, but rather leads to protracted deliberations and internal conflict.
The correlation between DEI and financial performance remains a contentious area, filled with contradictory evidence. While some research studies suggest a tenuous link between boardroom diversity and corporate profitability, other studies challenge this narrative. A comprehensive study by the Peterson Institute for International Economics found no automatic causality between gender representation in leadership and financial performance, attributing marginal gains to external market forces rather than inherent organisational advantages. Similarly, a 2019 meta-analysis in the Journal of Management punctures the DEI myth by asserting that the economic effects of demographic diversity are highly dependent on sectoral, cultural, and regulatory factors, rendering sweeping generalisations dangerously misleading.
Transplanting Western DEI models without validation proves detrimental to corporate strategy within the GCC, a region characterised by economic realism. Saudisation, Emiratisation, Omanisation, and Qatarisation are terms used to describe workforce nationalisation policies in the region. These policies prioritise hiring locals rather than yielding to performative inclusion demands. The Gulf’s largest oil and gas companies — Aramco, ADNOC, Emirates, and SABIC — have built their empires not on arbitrary diversity quotas but on a relentless dedication to merit-based hiring and the strategic optimisation of their workforce. In the UAE, appointments are made based on competence rather than quotas, part of a broader effort to promote gender parity in the country’s top ranks without compromising efficiency.
Moreover, a diverse and inclusive workforce does not have to conform to Western-style DEI tenets. Qatar’s National Vision 2030 emphasises cultivating local talent while preserving global competitiveness. Companies in the GCC place a premium on competency-based growth through structured mentorship programs and leadership development initiatives rather than rigid equity frameworks. Without the contentious narratives tied to Western DEI policies, Saudi Arabia’s Vision 2030 programmes have succeeded in increasing female labour force participation. These initiatives offer a practical and culturally sensitive strategy for diversifying the workforce, one that balances economic success with cultural relevance.
There is a clear polarisation in employee attitudes towards DEI. While many view efforts to promote diversity and inclusion as necessary steps toward eliminating inequality, others see these initiatives as ill-conceived and divisive. An uncomfortable paradox is revealed by a survey conducted by
the Society for Human Resource Management. The study indicates that although many employees claim to support DEI, a significant portion of the workforce finds these policies alienating, leading to resentment and even turnover. The gap between rhetoric and reality is further highlighted by Gallup’s finding that only 32 per cent of workers believe their companies genuinely adhere to their DEI pledges.
The adoption of DEI strategies imposes a substantial financial burden on companies. Organisations waste significant resources on training, consultants, and policy restructuring without seeing a meaningful return on investment. Legal pitfalls also loom, as evidenced by the rising number of lawsuits filed over tokenism and reverse discrimination. The legal and regulatory systems in the GCC differ markedly from those in the US, and the region cannot afford to repeat the high-profile challenges that have questioned the constitutionality of diversity-driven hiring and promotion practices. In the competitive Gulf business environment, reputational capital is more valuable than corporate treasuries, and mistakes in execution can undermine a company’s standing.
Western DEI models are largely irrelevant in the context of the GCC due to cultural differences and unique workforce dynamics. Employment policies in the region must account for both the nationalisation goals and the reality of a labour force that is largely international due to the significant expatriate population. Instead of enforcing strict DEI frameworks, labour reforms in the region should focus on making employment contracts more equitable and providing companies with greater flexibility to remain competitive.
Dr M Muneer is the co-founder of the non-profit Medici Institute for Innovation THE GAP BETWEEN RHETORIC AND REALITY IS FURTHER HIGHLIGHTED BY GALLUP’S FINDING THAT ONLY 32 PER CENT OF
The validity of DEI as a financial catalyst remains questionable at best, requiring a thoughtful, empirically grounded approach rather than blind adherence to consultancy-driven dogma. While creating an inclusive work environment is a commendable goal, its pursuit should be secondary to organisational efficiency and market demands. Enterprises must resist the allure of DEI advocates and instead base their strategies on profitability, operational efficiency and long-term viability. In an era dominated by economic competition, only the most adaptive, unburdened by ideological entanglements, will thrive.
Filing corporate tax returns in the UAE may seem simple, but businesses must ensure full compliance with International Financial Reporting Standards (IFRS)
Filing corporate tax returns in the UAE seems straightforward. But is your business actually compliant?
It’s not just about reporting profits — it’s about how those figures are calculated.
Businesses under Federal Decree-Law No 47 of 2022 must prepare financial accounts using International Financial Reporting Standards (IFRS) or IFRS for SMEs. Many companies, however, still lack complete awareness of the criteria or their uses, which can result in mistakes that raise tax obligations or penalties and audits.
From revenue recognition to expense classification, small reporting mistakes can have big financial consequences. Here’s why IFRS matters — and how to avoid costly errors.
REVENUE RECOGNITION (IFRS 15) – TIMING IS EVERYTHING
Some businesses recognise revenue too early, recording income before delivering a product or service.
Others do the opposite. They delay recognition and unintentionally distort taxable income.
For example, a construction company that invoices for a project milestone before actually completing the work may prematurely report higher earnings which inflates taxable income and results in an immediate tax obligation — even though the project isn’t finished. Then, any adjustments made later on could trigger audit scrutiny and require retrospective corrections. Ultimately, this is time consuming and complicates compliance.
To ensure financial statements reflect reality, IFRS 15 requires businesses to recognise revenue only when performance obligation is fulfilled.
Some businesses still use cash-based accounting, where revenue and expenses are recorded only when money changes hands, but IFRS requires accrual accounting. This means that income and costs are recognised when they are earned or incurred, not when payments are made.
As an example, a consulting firm that completes a project in December but invoices in January would record revenue in the following year under the cash accounting system but this can misalign taxable income with expenses incurred for the project. In contrast, accrual accounting provides a clearer tax position, ensuring both revenue and expenses are matched to the correct period.
There is an exception though. The UAE corporate tax law allows businesses with revenues below Dhs3m in the taxable period to continue using cash-based accounting. But as soon as they reach this threshold, they must switch to IFRS-compliant accrual accounting to remain compliant.
If a company records sales in December but only accounts for related costs in January, it artificially inflates profits at year-end. This misalignment leads to inaccurate tax reporting and potential overpayment of taxes.
IFRS ensures that expenses are matched to the revenue they generate, giving a more accurate picture of a company’s financial position.
Businesses often misclassify expenses. Some capitalise operating costs that should be expensed, while others fail to capitalise large investments. For example, major equipment purchases should be capitalised and depreciated over time. However, many businesses immediately expense these costs, which distorts financial statements and can unnecessarily increase short-term tax liabilities.
In retail, upgrading store interiors — such as new shelving, lighting, or digital payment terminals — may seem like an operating expense. However, under IFRS, certain improvements should be capitalised and depreciated instead of deducted immediately. Misclassification can inflate or understate taxable income, affecting tax planning strategies.
Many businesses believe they are IFRS-compliant,
APPLY CORRECT REVENUE RECOGNITION METHODS. THIS MEANS RECOGNISING INCOME ONLY WHEN PERFORMANCE OBLIGATIONS ARE MET
Michal Sobieraj is the CEO at Royal CFO
but common misconceptions can put them at risk. “Our financial statements are clean, so we must be compliant.”
REALITY: IFRS isn’t just about having clear financial statements—it’s about applying the right principles. Misclassified expenses or incorrect revenue recognition can create compliance risks even when the books seem balanced.
“We’re a small business, so IFRS doesn’t apply to us.”
REALITY: IFRS applies to many small and medium enterprises. Even if exemptions exist, companies must still maintain tax-compliant records.
Mistakes in financial reporting can have serious consequences:
• Incorrect tax filings: Misreported taxable income can lead to audits, penalties, and additional tax liabilities.
• Missed tax benefits: Poor reporting may mean lost deductions or unclaimed tax relief.
• Regulatory scrutiny: Authorities are reviewing corporate tax filings closely, and inconsistent records raise red flags.
• Reputational damage: Investors, banks, and regulators expect accurate financial reports. Inconsistencies can affect credibility and financing options.
With tax enforcement increasing, businesses can’t afford IFRS compliance gaps.
• Review your financial statements regularly and ensure they align with IFRS and UAE tax regulations.
• Apply correct revenue recognition methods. This means recognising income only when performance obligations are met.
• Use accrual-based accounting and move away from cash-based reporting (unless eligible for exemption).
• Get professional support. Getting expert advice will help prevent costly compliance mistakes.
IFRS compliance isn’t optional under UAE tax law, and mistakes can be costly. Ensuring accuracy requires more than just meeting basic reporting requirements— it means understanding how financial statements impact tax liabilities and long-term business stability. With regulations tightening, expert guidance can make the difference between smooth compliance and costly errors. Don’t wait for an audit to find out you’ve been reporting incorrectly — get the right advice now.
As the UAE’s insurance sector races towards digital transformation, balancing cutting-edge AI with empathetic human assistance is key to building trust, streamlining processes, and empowering customers with speed, transparency, and personal support
The UAE’s insurance sector has been undergoing a rapid digitisation over recent years, with the way customers buy and manage their coverage evolving at an accelerated pace. With one of the highest rates of digital adoption in the world, nearly every sector in the UAE has been adept at integrating digital solutions to facilitate ease of use. This is underscored by the trends we are observing in the local insurance market, which is steadily moving towards integration and digitisation in order to provide on-demand services that meet customers’ need for speed, transparency and convenience.
But even in the age of AI, with every level of technology rewriting the code for customer experience by leaps and bounds, the human touch remains critical for instilling confidence and empathy, as well as personalising interactions at key moments.
We are now in the era of a dramatic digital transformation that is reshaping how insurance services are delivered. By using insurance aggregators, customers can now access end-to-end digital platforms where they can compare, purchase, and manage their policies in minutes.
Advanced technologies like AI are increasingly being embedded within these platforms, enabling features such as instant quotes, personalised product recommendations, and seamless claims processing. With rote and administrative tasks taken care of by AI, faster responses and greater accuracy become the norm, allowing insurers to deliver a superior customer experience without prolonged wait times.
Moreover, features like API integration with UAE Pass and vehicle registries enable a fast, accurate,
and paperless buying process. Technologies like optical character recognition (OCR) help verify customer documents quickly, enhancing both efficiency and security in policy transactions. Notably, these digital tools also help drive cost savings, which can be passed on to customers in the form of more affordable premiums — a significant benefit in an environment where rising premiums are a growing concern for policyholders.
Despite these technological advancements, there are certain aspects of human interaction in insurance that are irreplaceable. Purchasing coverage is often motivated by a desire for security and peace of mind, especially in challenging times, as was evident following the heavy rains and flooding in the UAE last April. For customers impacted by natural disasters or other unforeseen events, having access to an empathetic expert who understands their unique needs and can navigate complex claims processes is invaluable. Human advisors bring essential skills — active listening, empathy, and the flexibility to address exceptions —that AI and automated systems cannot fully replicate.
Moreover, personal assistance at critical touchpoints helps customers make informed choices and provides support in instances where they might need reassurance, particularly with claims. The human touch builds trust, a cornerstone of the insurance industry, by demonstrating that there’s someone reliable on the other side of the transaction, committed to fulfilling promises.
Far from replacing human advisors, AI and automation
WE ARE NOW IN THE ERA OF A DRAMATIC DIGITAL TRANSFORMATION THAT IS RESHAPING HOW
CUSTOMERS CAN NOW ACCESS END-TO-END DIGITAL PLATFORMS WHERE THEY CAN COMPARE, PURCHASE, AND MANAGE THEIR POLICIES IN MINUTES.
WITH ROTE AND ADMINISTRATIVE TASKS TAKEN CARE OF BY AI, FASTER RESPONSES AND GREATER ACCURACY BECOME THE NORM, ALLOWING INSURERS TO DELIVER A SUPERIOR CUSTOMER EXPERIENCE WITHOUT PROLONGED WAIT TIMES
can enhance their work. By handling routine tasks, AI allows human agents to focus on more complex, personalised customer interactions. For instance, virtual assistants and automated messaging can help customers with basic queries or direct them through standard procedures, but more nuanced inquiries are escalated to human experts who can provide more personalised guidance.
Aggregators that integrate this balanced approach are paving the way for a customer experience that is both efficient and reassuring. When customers need more help or prefer a live discussion, these platforms allow them to connect with advisors through calls or WhatsApp, ensuring that they can transition seamlessly from digital to human channels. This omnichannel model is vital for providing flexibility, meeting the expectations of a diverse customer base, and giving UAE residents the best of both worlds: digital convenience with human support.
FUTURE OUTLOOK: CONTINUOUS IMPROVEMENT VIA FEEDBACK
Feedback plays a pivotal role in helping insurers maintain this balance. Customer insights allow providers to refine their offerings, focusing on where digital tools make processes easier and where human input remains essential. In an industry built on trust, customer feedback guides insurers on how best to deliver a service experience that feels both accessible and personal, offering a continuous loop of improvement in both digital and personal interactions.
As the UAE’s insurance sector continues to grow, aggregators that embrace both innovation and human-centered service are setting the standard for a new era of customer engagement. By combining the power of AI-driven personalisation with the assurance of human expertise, these platforms are creating a more inclusive, flexible, and user-friendly insurance experience that truly meets the needs of the modern UAE customer.
Why telecom companies must act swiftly to adapt, improve customer journeys, and diversify their services to stay competitive in a changing market
Imagine Apple becoming the undisputed market leader of local telecom markets through new eSIM-enabled business models. Apple can meet all customer needs, including device and mobile phone purchases, data plans, and streaming games and shows. This scenario would decimate mobile revenues and bring unprecedented disruption to the telecom industry. The catalyst? The rise of eSIMs — tiny digitally embedded SIM cards that accommodate multiple profiles. To stay competitive, telecom executives must act quickly. eSIMs have been around for over a decade, but only recently gained traction. Kaleido Intelligence estimates that in the Middle East and North Africa region, active smartphone eSIM connections will skyrocket from 5 million in 2023 to 135 million by 2028.
This rapid rise is driven by growth in eSIM-only smartphones, savvy customers, and an increase in remote authentication. Today, the UAE government offers the UAE Pass, allowing users to create a digital identity and signature, removing the physical authentication requirements needed to acquire an eSIM.
These trends are creating an opportunity for eSIM aggregators, such as Airalo, Holafly, and Nomad, to buy wholesale from operators worldwide and develop retail packages that challenge telecom operators on roaming. Soon, they could move into telecom operators’ home markets. eSIM growth is concerning for telecom executives as the
telecom industry has historically struggled to recover from business model disruptions. Case in point: the rise of WhatsApp made SMS and voice services relics, obliterating SMS services worldwide and wiping out billions of dollars in revenue for telecom operators. Although eSIM aggregators are focused only on roaming for now, they are already eroding operators’ revenues. Currently, roaming fees represent approximately 3 to 4 pe rcent of total mobile network operator (MNO) revenues.
In a doomsday scenario where physical SIMs become obsolete, regulatory restrictions are removed, digital authentication prevails, and global giants such as Apple and Google could dominate telecom through new business models, new types of licenses, and wholesale deals. Companies like Google Fi could use eSIM to scale globally. Customers could easily order eSIMonly smartphones online, activate plans with a swipe, and access a wealth of lifestyle and financial services. Domestic operators would likely struggle against global players’ superior digital journeys, brand equity, and one-stop digital shops.
To solidify their grip on the entire customer journey and capture long-term growth opportunities, telecom operators must pursue three measures.
First, telecom operators should abandon legacy go-to-market methods, as eSIM’s format will change how they bring products and services to customers. Operators should provide smooth customer journeys
that can compete with leading digital services providers such as eSIM aggregators or Amazon, Apple, and Netflix.
As customers increasingly turn to digital channels to buy and recharge their eSIMs, traditional retail and distribution assets could become obsolete. However, operators could turn their abandoned physical retail and distribution locations into logistics or retail-as-a-service hubs. eSIM is also evolving the concept of a subscriber as one customer. Customers can run many eSIMs concurrently on one device becoming “multiple subscribers”. As a result, operators must adopt dynamic customer base and performance management approaches.
Second, telecom operators should build customer relationships beyond the initial purchase so they can capture and retain mobile connectivity customers. For example, operators can provide value-added services that strengthen the relationship, such as device renewal, financing plans, insurance, and repairs.
Third, telecom operators must think beyond telecommunications and reposition themselves as full-service providers to compete with Amazon, Apple, and Google. They can begin by providing customers an ecosystem of relevant offerings, including device purchase, connectivity, e-commerce, entertainment, education, financial services, insurance, and wellness.
Strategic partnerships, joint ventures, or acquisitions can be advantageous, allowing operators to augment their offerings without building them independently (and help move away from legacy go-to-market strategies). For example, Jio, an Indian telecom operator, partnered with several content providers to enhance its services across entertainment, food delivery, and its branded apps, such as JioTV and JioCloud. However, operators should own the customer relationship in full.
Telecom operators must also distinguish themselves from the numerous service providers delivering enticing digital ecosystems by providing a seamless, integrated offering. They should adopt a centralised approach to managing customer journeys and products and services. By acting quickly, telecom operators can use eSIM to reimagine their businesses and capture the opportunities the technology affords.
Driven by liberal policies, robust growth, and an influx of wealthy foreign buyers, the luxury property market in the UAE is poised for further expansion, attracting both institutional and individual investors
The UAE has become the leading recipient of foreign direct investment (FDI) in the Middle East, capturing nearly half, 45.4 per cent, of all flows, worth as much as $67.6 bn, according to the latest available figures in UNCTAD’s World Investment Report. The UAE was also the best FDI performer in the world relative to the size of its economy.
This is not surprising given how much importance federal and local governments have been giving FDI in the context of its economic ambitions. As well as ensuring the basics are in place, like safety and security, the country has worked hard to enhance policies and regulations.
NextGenFDI is an initiative encouraging entrepreneurship and collaboration between the public and private sectors. FDI growth has come across a variety of sectors, including real estate.
Dubai’s property prices are expected to grow by 9.9 per cent in 2025 (as per Savills data), having swelled by 19.9 per cent last year (according to Knight Frank’s findings), thanks to the continuing influx of wealthy foreign buyers from the UK, Europe and Asia. These are attracted by new, more liberal regulations such as residency permits for retirees, as well as greater job opportunities, and lifestyle considerations.
Nearly a fifth of all homes are already valued at $1m. According to Knight Frank’s estimates, 5 per cent growth in the prime residential segment is expected this year, and 300,000 new homes are due to come onto the market from now until 2029.
Alternative investment managers have been instrumental in structuring capital-intensive deals
Bader Hareb is a managing partner at Global Partners, a DFSA-regulated alternative investment manager
like build-to-rent portfolios, which continue to attract institutional investors. More importantly, alternative investment managers themselves act as FDI enablers, helping channel institutional capital into the market.
One recent development is the Central Bank of the UAE’s directive for banks to exclude the Dubai Land Department registration fees and broker fees from mortgage deals. Buyers now need a larger down payment with an additional 6 per cent, approximately, on top of the 20 per cent of the property value.
We welcome this move as it is the sign of a mature real estate market attracting quality buyers who are more financially prepared, reducing the risks of default or foreclosure. For a property worth Dhs4m, for example, the new rules mean an additional Dhs240,000 which adds strain, making a case for quality buyers entering the secondary market. It brings the UAE in line with international practice (international banks have never offered this facility), where financing systems play a stabilising role.
I also do not believe that it will affect the luxury segment much as it is a relatively small amount of the total costs. I expect the luxury and ultra-luxury segments to enjoy continued growth for several reasons.
Firstly, several developers have been working with luxury partners on non-water-based sites, to upgrade the design and specifications, and ensure good amenities and transport connectivity. Property value here can be increased by 15-20 per cent.
The second factor is that compared with New York, London or Singapore, prices for luxury homes are lower, meaning investors can derive more value here. And the average plot size is bigger in Dubai, for both the floor (livable) and the open area (garden, terrace).
A third driver is the stable and growing build-torent market and the higher annual yields obtainable in the UAE — typically 7-8 per cent compared with only 3 per cent in Europe. Although buyers include high-net-worth individuals and companies, most of our international investors, about 70-80 per cent, are made up of foreign pension funds and feeder funds.
Once a player has invested in the property, which takes about three years to build, and when the rent has stabilised over four years (when 90 per cent of the property is rented), they can sell it to an institutional investor.
The GCC-UK Free Trade Agreement, which is nearing completion, should also provide a further fillip to real estate FDI in the UAE. Of course, there are no guarantees in investments, but I see plenty of upside in this market yet, for relatively low risk.
One of the most immediate effects of AI is on the creative process itself. Sorrell explained:
“The time it takes to produce an ad has been drastically shortened. This is a double-edged sword because we sell our services, in part, based on time. If less time is needed, there could be fewer copywriters and art directors. However, the work they do will be smarter, and creatively, it will be better because humans will use machines effectively.”
This acceleration in production means that, while there might be a reduced need for traditional creative roles, the quality of output is expected to improve as human ingenuity is augmented by AI’s speed and precision. Integrating AI into creative workflows is transforming campaign development and reducing turnaround times without compromising creative excellence, Sorrell said.
Delivering personalised content has become essential in today’s market. Sorrell detailed how AI enables a high degree of personalisation:
BY GARETH VAN ZYL
Sir Martin Sorrell, founder and chairman of S4 Capital and former CEO of advertising giant WPP, recently attended LEAP 2025 in Riyadh, Saudi Arabia.
Gulf Business had the opportunity to sit down with Sorrell to discuss how artificial intelligence is radically reshaping the advertising, marketing, and communications landscape. With the advertising industry now nearing a trillion‐dollar revenue mark and digital channels capturing an ever‐ growing share, Sorrell outlined five key areas where AI is already making a profound impact.
“For platforms like Netflix, Disney Plus, or Amazon Prime, the first-party data and signals from these platforms are hugely effective. For example, historically, we might have produced one to one and a half million assets for a Netflix series. Now, we can produce multiples of that. We’re increasingly charging clients per asset. As technology reduces time to market, the number of assets used is skyrocketing, which creates a big opportunity, and more employment in the process.”
By leveraging first-party data and realtime signals, brands can now generate FROM BOOSTING CREATIVITY TO REVOLUTIONISING MEDIA PLANNING, THE S4 CAPITAL FOUNDER AND EX-WPP CEO REVEALS HOW AI IS REDEFINING THE SECTOR
thousands of tailored creative assets. This not only enhances audience engagement but also drives efficiencies in pricing models as companies shift from traditional fee structures to charging per asset.
AI is also transforming the realm of media planning and buying. Sorrell highlighted the potential disruption:
“Currently, the six major holding companies employ hundreds of thousands of people in media planning, but in two or three years, many of these roles will disappear. Media planning and buying should be seen as media investment management, just like investment management. We should automate the analysis process, like investment firms such as BlackRock and Blackstone. The future media planner or buyer will use AI effectively, with fewer of them in the workforce, but the outputs will be even better in planning and buying campaigns.”
Automating data analysis and decision-making processes is streamlining media investment management. As AI refines these tasks, traditional roles are set to evolve, paving the way for a leaner, technology-driven approach to buying and planning advertising campaigns, he said.
Sorrell emphasised the explosive growth in digital advertising spend and the role of industry giants in driving this transformation:
THE FUTURE MEDIA PLANNER OR BUYER WILL USE AI EFFECTIVELY, WITH FEWER OF THEM IN THE WORKFORCE, BUT THE OUTPUTS WILL BE EVEN BETTER IN PLANNING AND BUYING CAMPAIGNS
“The industry was worth about $1tn last year, with around $700bn coming from digital, and that’s growing at 10 to 20 per cent. Google, Meta, and Amazon are all seeing strong growth. For example, Google generated approximately $260bn in ad revenues. Meta brought in $150bn, and Amazon earned about $60-65bn. TikTok outside China makes $40bn. Together, these companies account for more than half of the total ad market, and over 70 per cent of the digital market.”
These figures illustrate how digital advertising continues to capture a larger share of overall ad spend, with key players such as Google, Meta, Amazon, and TikTok (outside China) dominating the market. Sorrell further elaborated on the major companies investing in AI:
“Before DeepSeek, and I believe this will remain true after, the big winners will be the six companies I mentioned:
THE INDUSTRY WAS WORTH ABOUT $1TN LAST YEAR, WITH AROUND $700BN COMING FROM DIGITAL, AND THAT’S GROWING AT 10 TO 20 PER CENT. GOOGLE, META, AND AMAZON ARE ALL SEEING STRONG GROWTH.”
Alphabet, Meta, Amazon, Alibaba, Tencent, and ByteDance. Even with the uncertainty around TikTok in the US, ByteDance’s ad revenues are still significant. In addition, companies like Apple, Microsoft, Adobe, Oracle, Salesforce, NVIDIA, and SAP are also investing heavily in AI.”
This breakdown underscores how a handful of tech titans are driving massive investments in AI, fundamentally altering competitive dynamics in the industry.
Efficiency gains are another major benefit of AI integration. Sorrell provided a striking example from outside broadcasting:
“One example is our joint venture with NVIDIA, AWS, and Adobe in outside broadcasting. Instead of investing $10m in a truck, we can now provide a cloudbased IR solution remotely, reducing costs by 80 to 90 per cent. This leads to huge savings for traditional media companies who are putting out outside broadcasts. It’s a great example of how AI can cut costs while boosting efficiency.”
Beyond these five key areas, AI is also democratising knowledge within organisations. Sorrell observed:
“The sixth area is the democratisation of knowledge. For instance, Jensen Huang, CEO of NVIDIA has flattened the organisation by providing real-time information to everyone. This allows for better focus on evaluating performance, reaching KPIs, reducing one-on-one meetings, and enabling direct communication about results and achieving goals.”
By providing real-time access to data, AI helps flatten organisational hierarchies and enables more agile decision-making. This transparency fosters collaboration and empowers teams to respond quickly to market changes. With digital spend soaring and industry giants pushing the boundaries of AI investment, the advertising, marketing, and communications sectors are on the cusp of a new era.
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SEPTEMBER 2025
GULF BUSINESS BREAKFAST (RIYADH, KSA)
FINTECH FRONTIERS: Focus on AI, DeFi and digital payments
NOVEMBER 2025
GULF BUSINESS BREAKFAST (DUBAI, UAE)
BUILDING TOMORROW: Innovations and sustainability in UAE real estate
MEBA 2025 will be hosted in Dubai on April 29, uniting Web3 pioneers, AI visionaries, and crypto leaders in an immersive awards-as-networking experience
The Middle East Blockchain Awards (MEBA) returns in 2025 with an even greater vision — uniting Web3 pioneers and projects inside an immersive awards-as-networking experience that fosters high-level collaborations, strategic partnerships and investment opportunities.
Taking place at the iconic Jumeirah Burj Al Arab in Dubai on April 29, MEBA 2025 will recognise groundbreaking achievements in Web3, AI, crypto and blockchain, further cementing Dubai’s status as a global epicentre for technology innovation.
A new era of awards: Recognition that drives real-world impact MEBA 2025 goes beyond accolades and trophies. This is not just an awards ceremony — it is a high-impact platform designed to accelerate industry growth, encourage high-level collaborations, and create new opportunities for nominees, winners and attendees.
Hosted by Lilly Douse, a renowned impact speaker and entrepreneur, MEBA 2025 also enjoys an esteemed panel of judges, including Dr. Marwan Al Zarouni (CEO of Dubai Blockchain Center), Scott Melker (host of The Wolf
of All Streets), and Mario Nawfal (founder of the International Blockchain Consulting Group).
These industry titans help validate the winners across global networks, bringing nominees and winners unparalleled exposure, industry credibility and access to a network of global influence — ensuring MEBA 2025 recognition translates into real-world business success.
Curated award categories: Honouring excellence in blockchain, AI and fintech MEBA 2025 features carefully curated categories that reflect the most significant advancements in the industry. These awards recognise visionaries, projects, and organisations that are shaping the future:
Best GameFi Project 2025
– Excellence in blockchain gaming and the metaverse
Most Crypto-Friendly Bank 2025
– Financial institutions leading the way in crypto adoption
Best Crypto Investment Fund 2025
– Recognising funds that drive digital asset growth
Most Promising AI Project 2025
– Honouring AI-driven innovations in Web3
Most Influential CEO in Blockchain & Crypto 2025
– Celebrating visionary leadership
Most Innovative DeFi Platform 2025
– Recognising groundbreaking DeFi solutions
Most Powerful CEX 2025
– Centralised exchanges shaping the digital asset landscape
Most Influential Woman in Blockchain & Crypto 2025
– Honouring female leaders in the industry
Top Global YouTuber/Influencer 2025
– Recognising influencers driving mainstream adoption
Most Promising ESG Crypto Project 2025
– Highlighting sustainability-driven blockchain initiatives
These categories reflect the evolution of blockchain and AI, ensuring innovative projects and individuals are recognised.
MEBA’s legacy: Elevating blockchain Recognition to global heights
MEBA has a track record of success. In 2022, the inaugural awards featured an impressive lineup of industry leaders, including Kevin O’Leary as a keynote speaker, and winners from some of the most influential companies in the space, such as Binance and OKX.
Building on this momentum, MEBA 2025 will raise the bar even higher, setting new benchmarks for excellence, industry leadership, and technological advancement.
Dubai has already positioned itself as an international hub for blockchain, AI and Web3. And MEBA 2025 further cements this status — bringing together the most influential leaders, innovators, and policymakers to shape the future of AI, blockchain, crypto and future technology.
Be part of the future of blockchain, crypto and AI
MEBA 2025 is more than just an event— it’s a launchpad for future tech pioneers, connecting them with investors, industry leaders, and decision-makers who drive real change.
Make your voice heard. Submit your nominations today at www.mebawards.io and be part of the movement shaping the future of blockchain, AI, and digital innovation.
Khalifa Al Shamsi, CEO of e& life and e& international, shares how e& is driving digital transformation, empowering enterprises and communities and shaping a connected, digital and inclusive future
For decades, telecommunications firms have grappled with a fundamental challenge: evolving beyond connectivity and transitioning into being a driving force of the digital economy. Few have navigated this transformation as successfully as e&. Once a regional telecom operator, the UAE-based giant has emerged as one of the world’s fastest-growing technology groups, leveraging artificial intelligence (AI), cloud computing, fintech and innovative digital lifestyle experiences to reimagine its business model.
In 2024, the company’s expansion and diversification gathered pace. A 10.1 per cent rise in revenues to Dhs59.2bn ($16.1bn) and an 11.7 per cent increase in subscribers to 189.3 million reflect not just financial success but strategic foresight. More tellingly, e&’s majority acquisition of PPF Telecom’s assets in Central and Eastern Europe — adding over 10 million new subscribers — signalled a decisive push into global markets. The company also expanded its enterprise cloud and SAP capabilities through the acquisition of GlassHouse, establishing its foothold in Türkiye, South Africa and Qatar.
Yet, at the heart of e&’s transformation lies more than just scale. Recognised by Brand Finance as the ‘World’s Fastest Growing Brand’, e& has seen its brand value soar to $15.3bn — strengthened by the integration of the legacy ‘Etisalat’ brand and an organic year-on-year revenue growth of 13 per cent on a consolidated basis. It also marks an evolution that extends far beyond traditional telecoms.
“The measure of our success is not just in numbers but in the impact we create,” said Jassem Mohamed Bu Ataba Alzaabi, chairman of e& in a recent statement.
e&’s impact as a global technology giant is rising rapidly, backed by a growing brand portfolio and investments exceeding $20bn. Its long-term vision centres on building a robust, future-ready digital ecosystem that empowers and enables enterprises, governments, and communities to grow and thrive.
With the company intensifying its ambition to “Go for More” in 2025 and beyond, two complementary yet distinct verticals — e& international and e& life — will play a significant role in powering e&’s growth and diversification.
“We’re enabling people to participate in the digital economy, regardless of their location. We are leveraging our core telecommunications infrastructure to support and innovate across sectors such as fintech, media, digital lifestyle, and more,” states Khalifa Al Shamsi, who helms both verticals.
Al Shamsi, who has three decades of experience in the telecoms and ICT sectors, has been instrumental in navigating the two entities through the complexities of digital transformation and expansion across regional and global markets.
“The purpose of e& life is to empower digital lifestyles by offering a suite of services that cater to the evolving needs of consumers — whether it’s entertainment, financial services, or personalised experiences,” says the CEO. “Meanwhile, e& international is a key pillar of our group strategy, driving one of our core objectives: portfolio diversification of our telco brands. These brands not only provide mobile and internet services but also serve as enablers of global digital transformation.”
With around 2.6 billion people (about 32 per cent of the global population) still offline, the need for inclusive and meaningful connectivity has never been more urgent. Al Shamsi stresses, “Last year, e& international launched innovative solutions and undertook strategic expansions, reinforcing our commitment to bringing more people into the digital economy.”
By investing in 5G deployment in Egypt and expanding fibre-to-the-home (FTTH) infrastructure in Pakistan and Morocco, e& international is accelerating organic growth while advancing next-generation digital infrastructure. In addition, the groundwork for sustained growth was reinforced with key investments in 2024, including enhancing network power resilience in Egypt, modernising networks and IT infrastructure across its OpCos, and expanding coverage through new site rollouts and 4G upgrades, particularly in Pakistan, Egypt, and Afghanistan.
e&’s impact as a global technology giant is rising rapidly, backed by a growing brand portfolio and investments exceeding $20bn
With a telecom footprint spanning 20 countries (including e& UAE), the company is future-proofing its operations through AIpowered automation, advanced machine learning, and enhanced customer analytics. These innovations have optimised network performance, anticipated demand patterns, and enhanced service delivery at scale.
At the same time, e& international is expanding its digital offerings with a focus on customer experience, accelerating the adoption of digital channels, and leveraging AI-driven solutions to enhance the overall customer journey and drive operational efficiencies by reducing response times and service call volumes.
This focus on enhancing digital experiences aligns with e& international’s broader strategy of expansion and investment in markets with stable currencies and well-established regulatory environments.
Building on this momentum, e& international’s acquisition of a majority stake in PPF Telecom Group in October 2024 extended e& group’s operational presence to 38 countries across the Middle East, Asia, Africa, and now Europe.
“This expansion is not just about geographic growth — it’s about accelerating digital transformation in these new markets,” explains Al Shamsi. “By leveraging PPF Telecom’s established presence, we are introducing cutting-edge digital products, enhancing both B2B and B2C offerings, and unlocking synergies across multiple dimensions.”
When it comes to rolling out next-gen networks and best-inclass digital services, AI and automation remain the bedrock for e& international’s strategy across the markets it operates in, with over 50 AI use cases across seven key domains being prioritised for deployment in the next two years.
Meanwhile, the company’s AI-powered customer value management system is delivering hyper-personalised offers, optimising pricing models and driving greater engagement.
On the technology front, e& international is introducing selfhealing networks with AI-driven automation, proactive service management and predictive capacity planning — accelerating network excellence while reducing deployment costs by up to 30 per cent.
The company is also poised to meet the rising demand for digital transformation with its Partner Market Programme expanding into high-growth markets.
“So far, we’ve welcomed Tunisie Telecom in Tunisia, Azercell in Azerbaijan, and Perfectum in Uzbekistan, bringing the programme’s reach to three countries with more in the pipeline,” says Al Shamsi.
While e& international is strengthening access to the digital economy, e& life, including its financial, entertainment and lifestyle services’ verticals, is redefining the consumer experience across the region.
e&’s extensive telecommunications infrastructure powered by 5G technology has provided a strong foundation for its expansion into digital financial services.
“Our advanced and extensive network infrastructure and customer touchpoints give us an unmatched advantage in the fintech space,” says Al Shamsi. “With integrated payment gateways, secure digital platforms, and AI-powered financial insights, we are offering seamless, accessible, and customised financial services to millions.”
This advantage has proved successful with the company’s fintech arm, e& money, showing consistent and remarkable growth. Expanding its reach into underbanked regions, the company’s fintech solutions are bridging gaps in financial accessibility, ensuring that more individuals and businesses can participate in the digital economy with ease and security.
e& money, also the first digital wallet licensed by the Central Bank of UAE, has emerged as the leading financial super app in the region. “In 2024, downloads grew by 1.6 times year-over-year, with monthly active users increasing by 2.5 times,” says Al Shamsi.
As the UAE’s number one fintech app, it also outperformed incumbents across key metrics, more than tripling its gross transaction volume (GTV) and increasing remittance GTV by 3.2 times. Additionally, the number of cards issued reached 850,000.
Al Shamsi says: “e& money’s AI-powered self-KYC solution has revolutionised onboarding, reducing verification time from 30 days to just two minutes, while our real-time fraud detection system enhances transaction security.”
“Additionally, we’ve introduced a unique IBAN for every customer, backed by First Abu Dhabi Bank, bringing a banking-level experience to mobile finance,” Al Shamsi notes.
For traditional bank customers, it integrates seamlessly, while for financially underserved groups — such as domestic helpers and self-employed workers — it provides an IBAN with no fees or minimum balance requirements, ensuring secure digital transactions.
With a telecom footprint spanning 20 countries (including e& UAE), the company is future-proofing its operations through AI-powered automation, advanced machine learning, and enhanced customer analytics
Partnerships have played an important role in supporting e&’s financial services across the region. In Egypt, e& Neo, launched in partnership with Mashreq Bank, introduced the country’s first fully digital banking service, enhancing accessibility and security.
In the remittance space, partnerships with Mastercard and MoneyGram through e& money enhance digital accessibility, while collaborations with Wio Bank and Careem further streamline digital payments.
In 2024, Wio (in which e& holds a 25 per cent stake) continued its breakout success — already profitable and scaling fast. Deposits tripled, and revenue surged three times, reinforcing its leadership as the region’s most dynamic neobank.
“e& money is also leveraging key partnerships with Mastercard, Samsung, Apple and Google to enable secure, contactless payments,” says Al Shamsi. “These collaborations enhance convenience for UAE residents, allowing them to make seamless transactions online and in stores globally. By integrating flexible mobile payment solutions, we are making digital finance more accessible and intuitive.”
e& money is expanding its financial ecosystem with innovative wealth creation tools, making financial empowerment more accessible than ever. With a Finco licence application submitted, the company is set to introduce microloans, paving the way for broader lending solutions launching in 2025. Embedded finance services are set to debut in GoChat, with more integrations on the horizon, including partnerships with retailers and exchange houses. Additionally, e& money is democratising gold investing, offering new avenues for users to build and grow their wealth seamlessly.
“Leveraging state-of-the-art credit scoring, e& money will offer seamless microloan services, significantly expanding access to essential capital. Additionally, the launch of a secure and transparent digital wage protection system will ensure timely salary payments and enhance financial security and trust for both workers and employers,” Al Shamsi says.
Complementing these initiatives, Wio will keep enriching its breadth of wealth management and neo-banking services specifically designed for consumers and SMEs, with tailored services ranging from credit, savings, cards and crypto, leveraging on inhouse and partner capabilities.
“Together, through advanced AI capabilities, strategic partnerships, and robust digital infrastructure, e& money and Wio will continue to drive meaningful financial inclusion across the region,” emphasises Al Shamsi.
In Egypt, digital revenue and monthly active wallets experienced remarkable growth, nearly doubling year-on-year. Building on this momentum, e& Cash launched international remittance, enabling seamless, instant wallet-to-wallet transfers across the globe. PTCL Group in Pakistan has launched several mobile financial service propositions, including the Upaisa Mastercard companion card, the nano-lending service UCash for quick and convenient access to small loans via the app, and instant direct wallet-to-wallet international remittance transfers.
Furthermore, the company is also committed to SME and microfinance initiatives across the region. In Egypt, its subsidiary Erada Microfinance is working in collaboration with UNDP to support women entrepreneurs and financial inclusion through developing accessible health insurance and green financing. Meanwhile, in Pakistan, U Microfinance Bank serves over five
million depositors and 400,000 loan clients, with a strong focus on rural communities.
Beyond fintech, customer centricity is echoed across e& life’s successful entertainment arm, evision. The evolution of evision represents a major success in digital entertainment across the MENA region. As the region’s largest content aggregator and provider, it has created a robust content ecosystem favoured by consumers.
Innovative offerings have been the mainstay of evision, which is a majority equity shareholder of STARZPLAY, a leading subscription video on demand (SVOD) and video streaming platform in the MENA region. evision launched STARZ ON in 2023. Built in just three months, STARZ ON, an advertising video on demand (AVOD)/ SVOD platform, offers over 10,000 hours of free, high-quality content, along with 50 channels and exclusive programming.
Al Shamsi noted: “Our AVOD strategy has unlocked massive monetisation opportunities, using data-driven advertising models for hyper-personalised engagement.”
In 2024, STARZ ON cemented its position among the GCC’s top three streaming platforms, ranking alongside Shahid and Netflix and quickly becoming the most downloaded streaming service in the region, amassing over 5.9 million downloads in just 12 months.
AI-driven hyper-personalisation made STARZ ON the most downloaded SVOD/ AVOD app in the GCC, dynamically curating content to keep audiences engaged.
In 2024, STARZ ON cemented its position among the GCC’s top three streaming platforms, ranking alongside Shahid and Netflix and quickly becoming the most downloaded streaming service in the region, amassing over 5.9 million downloads in just 12 months
Meanwhile, evision and STARZPLAY continued to expand their unique content library, sealing new exclusive partnerships with ICC Cricket, Disney+ Hotstar, and UFC which drove record-breaking engagement, making it the second most popular SVOD platform in MENA in 2024.
evision also recently launched Bloom, a bilingual (Arabic and English) educational channel catering to preschoolers. This move reflects e&’s commitment to fostering safe and enriching content for younger audiences. Looking ahead, evision aims to expand original content production, tapping into demand for locally relevant storytelling and exploring free ad-supported streaming television channels.
Al Shamsi says evision is set to expand into original content production, tapping into the
growing demand for locally relevant narratives. By investing in regional storytelling, evision aims to foster a stronger connection with audiences while creating a pipeline of exclusive content. Additionally, the company is exploring opportunities in free adsupported streaming television channels, further reinforcing its commitment to making premium entertainment accessible to all.
e& international imbues the value of customer-obsession across its operating companies. In terms of customer satisfaction, the proof is in the results with e& international achieving number one Net Promoter Scores (NPS) in Pakistan (Ufone), Saudi Arabia (Mobily) and Afghanistan (Etisalat Afghanistan).
A key example of this is the launch of the unified UPTCL app, designed to streamline services and elevate the customer experience in Pakistan. By integrating multiple functionalities into a single platform, the app improves accessibility, simplifies transactions, and reinforces e& international’s commitment to seamless digital interactions.
To accelerate the company’s progress in digital adjacencies, e& Egypt created a new entity, e& Fintech & Digital Lifestyle, which will oversee e& cash, banking services, insurance, and end-to-end financing. It will also drive the development of the company’s digital ecosystem and lifestyle services, including e& Loyalty and its super app, while incorporating the digital entertainment platform, Twist, which offers TV, music and gaming.
Furthermore, the company also unveiled the e& Business branding and app, which introduces the innovative ‘Business Pro’ mobility package, seamlessly bundled with SaaS solutions, and offers a tailored customer buying journey for Egyptian SMEs. This initiative is further supported by a newly revamped, comprehensive B2B portal, enhancing the overall experience.
While evision and STARZPLAY are expanding e& life’s leadership across the entertainment space, Careem Technologies has solidified its position as the region’s leading Everything App, seamlessly integrating mobility, delivery, and financial services under one single, personalised app.
Careem Technologies, in which e& acquired a majority stake in 2023, features a multi-service model that drives deep platform engagement, with users who engage in four or more services generating 10 times the transaction value per month compared to single-service users.
In 2024, Careem Technologies more than doubled its revenues, achieving EBITDA profitability in Dubai. The Careem Plus membership also surged, driving deeper engagement across mobility, food delivery, and payments. Careem’s AI-powered DineOut concierge has redefined dining, seamlessly connecting users with top restaurants in real time.
“Careem’s success is a testament to our commitment to innovation and customercentricity,” says Al Shamsi. “By integrating AI-driven efficiencies and expanding into new markets, we’re redefining what a super app can achieve.”
Careem’s AI-powered innovations, such as the AI-driven content creation tool have also automated 80 per cent of visual content production, cutting costs and doubling efficiency. AI-powered automation transformed efficiency with 85 per cent of marketing content generated via GenAI, cutting costs while accelerating impact.
Looking ahead, Careem is focusing on deepening platform engagement, expanding into Saudi Arabia, and enhancing cost efficiencies through AI-driven personalisation. “Our goal is to ensure long-term profitability while delivering unparalleled value to our customers,” Al Shamsi emphasises.
As the company moves forward, e& life and e& international are making bold strides in AI, embedded finance, and next-generation telecom solutions. “Our vision is clear — we are building a diversified, future-ready technology portfolio that goes beyond traditional telecommunications,” affirms Al Shamsi.
With connectivity as the cornerstone of its strategy, e& life and e& international are not merely keeping pace with the digital revolution — they are leading it. Through strategic acquisitions, forward-thinking investments, and a culture of relentless innovation, e& is shaping the blueprint for a smarter, more connected world.
“We are not just connecting people; we are empowering them to thrive in a digital economy that fosters prosperity, inclusion, and sustainable growth,” concludes the CEO, reflecting on the transformative journey that lies ahead.
Mohammad Rizwan of Pakistan plays a shot before a packed crowd during last month’s ICC Champions Trophy 2025 clash between Pakistan and India at the Dubai International Cricket Stadium. While India secured victory by six wickets, the match was more than just a contest: it was a spectacle that energised the local economy. Sport has become a key pillar of Dubai’s business landscape, contributing over Dhs9bn to the emirate’s GDP and generating more than 105,000 jobs in recent years, according to the Government of Dubai Media Office.
LAST MONTH, GULF BUSINESS HOSTED ITS LATEST BREAKFAST BRIEFING PANEL EVENT WHICH GATHERED TOP EXPERTS TO DISCUSS THE STATE OF THE PROPERTY SECTOR IN DUBAI, ABU DHABI, SHARJAH AND RAS AL KHAIMAH
BY GARETH VAN ZYL
On 20 February, industry leaders gathered at The Westin Mina Seyahi in Dubai for the Gulf Business panel discussion on the UAE real estate outlook. The event featured three key panels that explored the current market landscape and future trends: The Future of Dubai’s Property Market: Examining the city’s booming real estate sector, the role of brokers, and shifting buyer trends.
The Growth of UAE Real Estate Beyond Dubai: Highlighting emerging investment opportunities in other Emirates, with a focus on Sharjah.
Challenges and Opportunities in the Market: Addressing regulatory changes, sustainability, and how developers are adapting to evolving investor demands.
Moderated by Taimur Khan, head of research for the Middle East and Africa at JLL, the first panel featured insights from Fibha Ahmed, vice president of Property Sales at Bayut; Dounia Fedi, managing director of eXP Dubai; Stefan Schmied, leader for IMEA at LIXIL International; and Ravi Bhirani, managing director of Anax Developments.
Dubai has seen a sharp rise in the number of real estate brokers, reflecting strong market demand. While this competition raises industry standards, it also presents challenges for smaller firms. “Competition is always good — it drives excellence,” noted Fibha Ahmed, while also acknowledging that smaller agencies might struggle during market slowdowns.
Developers also rely heavily on brokers to reach buyers and drive sales. “Brokers are essential to our market,” said Ravi Bhirani, emphasising their critical role in making projects commercially viable.
Foreign investment remains a dominant force in Dubai’s real estate market, shaping demand for high-end properties and renovations. Many international
buyers bring preferences from their home markets, such as increased demand for specific home features. Regulatory reforms and visa incentives have further encouraged foreign investors, broadening Dubai’s appeal across different buyer segments. “International buyers are coming in with higher expectations, which is raising quality standards across the industry,” added Dounia Fedi.
Luxury properties have led market growth, but there is a rising focus on affordability. Developers are shifting towards young professionals and middleincome buyers by introducing flexible payment plans and targeting emerging areas. “Our goal is to create opportunities for new homeowners through innovative payment structures,” Bhirani stated. Meanwhile, Schmied pointed out that the demand for renovations is booming, driven by high-end buyers seeking sustainable upgrades.
THE GROWTH OF THE UAE’S REAL ESTATE BEYOND DUBAI
Moderated by Gulf Business group editor Gareth van Zyl, the second panel featured Issa Ataya, chief executive officer of Alef Group; Andrew Thomson, partner and head of real estate, hotels & leisure at Al
branded residences is also on the rise, driven by the influx of Fortune 500 executives and regulatory reforms that support 100 per cent company ownership.
Investor confidence has grown due to increased regulatory oversight and data transparency. “Mature markets like the US, Canada, and Singapore expect real-time data, and Dubai’s advancements in transaction reporting and AI-driven insights have significantly boosted trust in the market,” noted Harding. Transparent market data reduces speculation and helps stabilise pricing, ensuring long-term sustainability.
Developers are also adapting to an increasingly diverse buyer demographic. “Dubai’s real estate landscape now caters to a variety of investor goals — whether it’s high rental yields, ultra-luxury living, or commercial spaces,” said Farooq. He highlighted the booming demand for office spaces, student accommodations, and hospitality-driven developments, with Samana Developers expanding into branded residences and customisable supervillas.
Tamimi & Company; and Fouad Bekkar, chief executive officer of Coralytics. The discussion explored investment opportunities outside Dubai, particularly in Sharjah.
Sharjah has seen a significant increase in transactions, driven by regulatory reforms and competitive pricing. “We’ve witnessed a 35 per cent increase in transactions in Sharjah alone, showing the strength of the market,” noted Ataya. This growth aligns with Sharjah’s broader strategy of community-driven development and enhanced investor protections.
Legal frameworks across the UAE have evolved to enhance transparency and build investor confidence. While Dubai leads in regulatory maturity, other Emirates are adopting similar measures, including escrow accounts and freehold laws, to attract more buyers. “Investors today want legal clarity, and the UAE is moving in the right direction,” said Thomson.
The panel also highlighted the role of data-driven insights in market growth. Increased foreign direct investment,
particularly in Abu Dhabi, and advancements in AI-powered property platforms are helping investors make informed decisions. “AI-powered tools are making the market more transparent and predictable, which is great for buyers and developers alike,” Bekkar explained.
The final panel discussion, moderated by Anand Menon, focused on regulatory shifts, sustainability, and rising construction costs. Speakers included Daniel Hadi, head of residential sales at a leading firm; Louis Harding, an expert in investment transparency; and Imran Farooq, chief executive officer of Samana Developers. Dubai is witnessing a transformation in homebuyer expectations, with European investors now dominating the market. “Gone are the days of basic developments — buyers now expect high-quality finishes, spacious layouts, and strong community amenities,” said Hadi. The demand for
As the UAE aims to become the world’s top real estate market by 2040, industry professionals stressed the need for regulatory improvements. “More oversight on commission structures is needed to ensure fair play among brokers,” said Hadi. Harding echoed the sentiment, suggesting that mandatory seller and landlord commissions could enhance professionalism and transaction stability.
Rather than excessive regulations, raising awareness is key. “Buyers must understand escrow laws, transaction rights, and developer ratings — similar to a Google review system — to improve trust and transparency,” suggested Farooq.
As the discussions concluded, panelists agreed that Dubai’s real estate boom is expected to continue for at least the next 18–24 months. Luxury developments will remain a significant driver of growth, but increased supply could lead to market stabilisation. Maintaining trust and transparency through government regulations will be crucial for long-term sustainability.
WE HIGHLIGHT THE UAE’S TOP REAL ESTATE MOGULS WHO ARE REDEFINING THE COUNTRY’S PROPERTY SECTOR. THESE INDUSTRY LEADERS HAVE PIONEERED GROUNDBREAKING DEVELOPMENTS, CEMENTING THE COUNTRY'S GLOBAL REPUTATION
BY NIDA SOHAIL
If there is one name synonymous with the real estate jewels studding Dubai’s skyline, it is Mohamed Alabbar. The founder of Emaar Properties and Eagle Hills brings 30 years of visionary leadership and expertise in real estate development. His company, Emaar Development, achieved its highest-ever property sales of Dhs65.4bn ($17.8bn) in 2024, which is an increase of 75 per cent over 2023 sales of Dhs37.4bn ($10.2bn). The success of 62 project launches across all the masterplans during 2024 further underscores Emaar’s market leadership and positions the company for sustained future growth. These developments also advocate his unwavering commitment towards creating iconic landmarks in the UAE.
ussain Sajwani established the DAMAC Group in the early 1980s as his private investment vehicle, and since then, has redefined residential opulence with luxury apartments and villas, with interiors designed by fashion houses such as Versace Home, Fendi Casa, De GRISOGONO, Cavalli, and Just Cavalli, as well as the uniquely conceptualised Paramount Hotels and Resorts.
HAs the founder and chairman of Damac and DICO Group, Sajwani is a key figure in Dubai’s property market and has ranked 74th on the Gulf Business 100 Most Powerful Arabs 2024 list.
He has also launched the One Million Arab Coders initiative, which aims to empower one million Arabs with computer coding skills.
mran Farooq is an internationally renowned entrepreneur and expert in real estate, and immigration, whose business portfolio exceeds 10 globally recognised companies.
He started his professional career as a branch manager in 1996, and in the same year, launched his first business in the computer distribution industry.
Founded in June 1996, SAMANA Group’s journey spans 27 years, and is a testament to Farooq’s transformative leadership. He has turned the group into a beacon of unprecedented heights, navigating diverse landscapes of technology, consultancy, holiday homes, real estate development, and management.
The group’s real estate business, SAMANA Developers has quickly grown into the seventh largest real estate developer in Dubai.
The chairman of Binghatti Holding has always been inspired by the aesthetics of the automotive and aeronautic industries and dreamt of creating a brand that would redefine the real estate industry. Muhammad Binghatti’s projects are reflective of creative architectural designs and lifestyle-focused developments.
Managing a portfolio of over Dhs40bn, his proactive approach towards the creation of Binghatti’s architectural wonders
has reshaped Dubai’s skyline. The man behind Binghatti’s hyper-properties, advocates the fact that their hyper towers should evoke the same emotions that car enthusiasts experience when they see their favourite supercar.
Also, Binghatti is the first real estate developer in the world to form partnerships to develop branded real estate projects with global luxury brands, such as Bugatti, Mercedes-Benz, and Jacob&Co.
CHAIRMAN, SOBHA REALTY
The young and dynamic chairman of Sobha Realty took over the reins of the company late last year.
Ravi PNC Menon has also been conferred with many prominent awards, such as the ‘Young Achievers Award’ at the Real Estate Awards 2012 and the ‘EY Entrepreneur of the Year Award’ in 2013.
Sharing a passion for community development, just like his father, he profoundly intends to work towards transforming Sobha into an organisation that lives by ‘Compassionate Responsibility’ by investing the time and resources in the development of its people.
As the official cause partner of the ‘I Can Make A Difference’ initiative, Sobha Realty has also supported substantial efforts to empower women.
SAMEH AL
MUHTADI CEO, RAK PROPERTIES
As a real estate veteran, Sameh Al Muhtadi is a name that is well known in UAE’s real estate industry.
Renowned within the industry for his expertise, entrepreneurial skills, market insights, customer focus, and robust corporate governance, Al Muhtadi brought with him extensive international prime real estate and operational experience from Asia, Middle East, and the US when he joined RAK Properties as their CEO in 2022. As of December 31, 2024, RAK Properties has completed 3,265 units, with an additional 2,797 units under construction, reflecting its ability to consistently meet delivery timelines while maintaining high-quality standards.
Sameh Al Muhtadi is ardently leading RAK Properties on a mission to redefine luxury living in Ras Al Khaimah. This is to be achieved through his commitment towards creating exceptional communities that blend sophistication, innovation, with sustainability.
Satish Sanpal, chairman of ANAX Holding, is an entrepreneur who has propelled his company into a multifaceted powerhouse in the UAE and beyond. Sanpal has cultivated a conglomerate that spans diverse industries. At the heart of ANAX Holding’s success is ANAX Developments, a venture he founded in 2023 with a clear objective to redefine contemporary real estate in Dubai. “We aim to create more than just spaces; we craft experiences that embody modern luxury, innovation, and functionality,” says Sanpal. His approach is rooted in what he calls continuous evolution, ensuring each project surpasses expectations in design, quality and investment value. The company plans to unveil three new residential projects in early 2025 across Dubai Islands, Al Warsan 4, and Meydan. These developments will appeal to a broad spectrum of buyers, featuring properties at different price levels. “Our biggest competition is ourselves. We challenge ourselves with every new development, raising the bar and setting new benchmarks in the industry.” Beyond business, Sanpal’s philanthropic endeavors, channeled through the Sanpal Foundation, have touched communities around the world, reinforcing his belief in giving back. Sanpal has previously been honoured with the prestigious Golden Excellency Award for his contributions to the UAE’s real estate sector, a recognition of his impact and dedication to the industry. In 2024, Sanpal also received The Loomba Foundation Award.
e is the man behind steering Azizi Developments towards the highest altitude of success with an impressive portfolio of Dhs45bn and over 200 projects at various stages of development in Dubai. Azizi has recently unveiled the world’s second tallest skyscraper, the ‘Burj Azizi’.
HHis company has a strong track record and sizeable project pipeline through its extensive land bank and strategic partnerships with Dubai’s key master developers. It is also instrumental in developing world-class properties in MBR City, Palm Jumeirah, Sheikh Zayed Road, Dubai Healthcare City, Dubai South, Al Furjan, Studio City, Sports City, and Downtown Jebel Ali.
THE UAE’S REAL ESTATE SECTOR IS BOOMING, WITH HIGH-PERFORMING DEVELOPERS RESHAPING URBAN LIVING THROUGH SUSTAINABILITY AND INNOVATION. HERE’S A LOOK AT THE KEY PLAYERS AND STANDOUT PROJECTS
BY NIDA SOHAIL
Aldar is one of UAE’s leading real estate lifestyle developers. In 2024, the company launched 12 projects, including four in Q4: Mamsha Palm, Faya Al Saadiyat, Mandarin Oriental Residences and Mamsha Gardens.
Their total sales in the UAE increased by 17 per cent year-on-year, reaching Dhs28.3bn in 2024. This was driven by strong demand for both new launches and existing developments.
In 2025, Aldar will deliver its first residential and retail concepts in the Saadiyat Cultural District. The company has strong appeal among international buyers, with 2024 UAE sales to overseas and expat residents rising to Dhs22.2bn. This represents 78 per cent of total sales, marking a 66 per cent increase compared to 2023.
In January, Aldar secured a $2.45bn (Dhs9bn) sustainability-linked syndicated loan, the largest environmental, social, and governance financing ever raised by a real estate company in the Middle East.
Nakheel is a master developer with various projects and over 700,000 people living in the communities developed by them. The company aims to create cities in line with the Dubai 2040 Urban Master Plan.
Its waterfront projects, including the Palm Jumeirah, have added more than 300 kilometres to Dubai’s original 70 kilometre coastline.
When it comes to iconic real estate development in the UAE, Emaar Properties is a name that instantly comes to mind.
The company has successfully developed numerous projects in countries including Saudi Arabia, India, Pakistan, Egypt, Morocco, and Turkey.
Recent launches from Emaar include the Bristol Luxury Hotels and Resorts, Golf Edge at Emaar South, Elea and Elva at The Valley, Kaia and Golf Acres at Emaar South, Golf Dale at Emaar South, Hillsedge at Dubai Hills Estate, Farm Grove at The Valley, and Marina Place 2 at Rashid Yachts and Marina.
Looking ahead, the company is preparing to launch several exciting projects. Additionally, Emaar Properties will soon unveil ultra-luxury villas at The Oasis and exceptional living spaces at the Address Al Marjan.
DIn March 2024, Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President and Prime Minister, and Ruler of Dubai, mandated the incorporation of Nakheel and Meydan into the Dubai Holding Group under the leadership of Sheikh Ahmed bin Saeed Al Maktoum. New launches from the developer include Bay Grove Residences, Bay Villas, Dubai Islands, Palm Jebel Ali, Como Residences, Rixos Hotel & Resorts, Dubai Islands, and Naya Residences. Ongoing projects include Murooj Al Furjan, Tilal Al Furjan, Palm Beach Towers, Lagoon Views, and Jebel Ali Village, among others.
AMAC Properties, the luxury real estate arm of the DAMAC Group, has been revolutionising property construction and development since 1982. The company offers an extensive range of distinguished residential, commercial, and leisure properties across the region, with a presence in seven countries worldwide. At Dubai Land, DAMAC introduces Damac Islands, the city’s firstever island community, inspired by the world’s most sought-after tropical destinations. Nearby, Damac Lagoons is redefining Mediterranean living, spanning an impressive 45 million square feet, offering a blend of luxury and tranquility. Damac Hills, also located in Dubai Land, is a self-sustained golf community covering 42 million square feet.
Lastly, Damac Riverside at Dubai Investment Park 2 offers a premier riverside community, featuring unmatched waterfront beauty and luxury. The company has delivered over 47,000 homes and is planning to deliver an additional 33,000. DAMAC Properties has also received more than 100 awards for its development projects.
nding 2024 on a high note, Ras Al Khaimahbased RAK Properties delivered 3,265 units, with an additional 2,797 units currently under construction, alongside the diversification of its residential portfolio within the same year. The developer’s commitment to world-class living is clearly demonstrated in its Porto Playa project — an exclusive waterfront residential development located on Hayat Island in Mina. In addition, RAK Properties unveiled The Edge, a stunning yacht-inspired waterfront residential tower situated on Raha Island. RAK Properties has also collaborated with Nikki Beach Global to launch the first branded resort and beach club in Mina, which is set to open in 2027. The developer’s latest venture is a resort-style residential development named Mirasol. The first phase of Mirasol has already sold out, with the handover scheduled for 2028.
f there is one entity synonymous with opu lence and luxury living in the UAE, coupled with comfort, it is Azizi Developments.
IThe developer recently unveiled plans for the Burj Azizi, which will be the world’s second-tallest tower at 725 metres. The company flew in global music icon Jennifer Lopez, who delivered a star-studded performance at Burj Azizi’s February 19 launch. Set to stand tall in Dubai in 2028, the architectural icon will offer a mix of residential, hotel,
SRobha Realty concluded 2024 with strong sales of Dhs23bn. Of this, the entity earned Dhs5bn from Sobha Siniya Island, launched in the third quarter of 2024. 2024 was also a year when the entity gained global prominence, and its very first island project – Sobha Siniya Island – experienced solid sales, with 2,140 units sold in the first five months of the year. Sobha Realty has also successfully surpassed its ambitious target for 2024 and is now setting its sights on reaching Dhs20bn for Dubai Developments and Dhs10bn for Sobha Siniya Island in 2025.
With these achievements, Sobha Realty continues to hold 10 per cent of Dubai’s real estate market share in 2024, with 11 property development masterplans across the UAE.
retail, and entertainment spaces. Azizi Developments is currently developing 10,000 units for delivery in 2025, with over 31,000 planned to be delivered between 2025 and 2028.
The entity is planning to venture into hospitality by launching fifty 5-star hotels and one 7-star hotel. Taking the next step towards global expansion, the organisation aims to establish offices in London, extending to major European countries, the US, Australia, and Canada.
enowned for its real estate projects in Sharjah, Arada is now expanding in UAE’s luxury real estate market with the Armani Beach Residences at Palm Jumeirah.
With architecture by Tadao Ando and interiors by Armani/Casa, the development is part of Arada’s broader strategy to deliver communities that combine exclusivity with practicality.
One of their flagship projects, Aljada, is Sharjah’s largest real estate development, built to accommodate up to 100,000 residents. The development’s crown jewel, Madar, designed by Zaha Hadid Architects, offers an array of sports, cultural, and entertainment amenities, alongside Sharjah’s largest business hub, the Arada Central Business District.
In contrast, Masaar focuses on forest living, with 70,000 trees set to be planted by its completion in 2026. Similarly, Jouri Hills at Jumeirah Golf Estates in Dubai features 294 luxury townhouses and villas, blending premium living with tranquil natural surroundings.
Alef Group’s Hayyan community offers a harmonious blend of sustainability, modernity, and natural beauty, showcasing the largest swimmable lagoon in Sharjah, green corridors, and eco-friendly living initiatives for a thriving future
In the heart of Sharjah, the pioneering Hayyan villa community is reshaping the emirate’s real estate landscape, offering a perfect balance of sustainability, modernity, and nature. Developed by Alef Group, Sharjah’s leading real estate developer, Hayyan is designed to bring the emirate’s vision for a greener, healthier future to life, with features including the largest swimmable lagoon in Sharjah, expansive green spaces, and a strong commitment to environmental preservation.
“At Alef Group, our mission is to create eco-friendly communities that reflect Sharjah’s forward-looking focus on sustainability,” says Issa Ataya, CEO of Alef Group. “Hayyan exemplifies our belief that modern living and environmental consciousness can coexist harmoniously.”
Central to the design of Hayyan is the goal of preserving and enhancing the natural environment. Over 22,000 trees are being planted throughout the community, contributing to Sharjah’s ecological balance and providing a rich, green atmosphere for residents. An additional 20,000 square feet are dedicated to organic, edible crops, further promoting a sense of community engagement. Residents will have the opportunity to actively participate in
organic farming, cultivating fresh produce right in their neighbourhood.
“Investing in large-scale green initiatives is at the heart of our long-term vision,” adds Ataya. “By integrating organic farming and widespread tree-planting, we aim to enrich the lives of our residents and support Sharjah’s aspiration for a truly green environment.”
A standout feature of Hayyan is the 55,000-square-foot lagoon, which will be the largest swimmable body of water in Sharjah. Designed to create a resort-like ambience, the lagoon offers residents a serene oasis for relaxation, swimming, and social activities along its pristine shores.
Sustainability remains a priority with advanced water-treatment systems and biophilic design principles employed to maintain clear water and reduce the environmental footprint.
Beyond the lagoon, Hayyan is packed with a diverse array of recreational and wellness-focused amenities. A sprawling 1,000,000-square-foot community park is home to sports facilities, including football, basketball, volleyball, and tennis courts.
Additionally, running and cycling tracks wind through the lush landscape, offering
opportunities for an active lifestyle. A modern clubhouse serves as the social hub of the community, complete with a gym, cafés, and restaurants offering stunning views of the lagoon. The combination of these features provides a holistic environment where residents can nurture physical health, engage socially, and enjoy diverse entertainment — all within a single cohesive neighbourhood.
“Our vision is to create a space where families can thrive physically, socially, and emotionally,” explained Ataya. “By offering sports facilities, green parks, and community gathering spots, Hayyan delivers an all-encompassing lifestyle reflective of Sharjah’s values.”
The residential portfolio of Hayyan consists of 1,882 villa units across four zones — Arim, Alma, Samr, and the soonto-be-announced Deem. All villas are designed with sustainability and energy efficiency at the forefront.
Featuring modern smart technologies, optimised insulation, abundant natural lighting, and efficient cooling systems, the villas cater to the growing demand for ecofriendly homes. Integrating these sustainable innovations ensures Hayyan’s homes meet the needs of the environmentally conscious consumer while providing contemporary comfort.
The first phases of the Hayyan development are scheduled for delivery by the end of 2026. This Dhs3.5bn project aligns with the environmental vision of Sheikh Dr Sultan bin Muhammad Al Qasimi, Member of the Supreme Council and Ruler of Sharjah. By focusing on biodiversity, responsible water management, and community-driven design, Hayyan embodies Sharjah’s ambitions for sustainable urban growth.
“Hayyan is more than just a real estate venture — it’s a reflection of our dedication to preserving Sharjah’s natural heritage while meeting modern lifestyle needs,” concluded Ataya. “We take pride in contributing to a future where sustainability and innovation go hand in hand.”
The fast-growing real estate company is gearing up to launch new projects across key locations in Dubai Islands, Al Warsan 4, Meydan and more
As Dubai’s real estate market evolves, ANAX Developments remains at the forefront, aligning its projects with the city’s ambitious growth strategy.
The company is set to launch three new residential projects in Q2 2025 across key locations, including Dubai Islands, Al Warsan 4, and Meydan. These developments will cater to a diverse range of buyers, offering properties at various price points while maintaining a commitment to premium living experiences.
sales continuing to reach record highs, the sector has proven its resilience, driven by strong economic fundamentals, a proactive regulatory environment, and sustained demand from international buyers.
The success of ANAX Developments is evident in its latest project, which saw 80 per cent of units sold within 60 days of launch, demonstrating the strong demand for its offering. This project is on track for completion in Q3 2026, further strengthening ANAX Developments’ reputation for delivering high-quality residences that meet market demand.
In a bid to provide greater flexibility to buyers, ANAX Developments has also sought to offer an end-user-focused 30/70 payment plan. The company says this is targeted at ensuring accessibility while promising a high return on investment across its strategic locations. Helping to lead the charge in this
regard is Ravi Bhirani, who has been the managing director of ANAX Developments since 2023.
With over 15 years of experience in sales, real estate development, construction, consulting, and leadership roles, he oversees the company’s strategic direction, sales operations, and project execution.
“His expertise in negotiation, communication, and relationship management has played a pivotal role in the company’s growth and success,” notes the company.
Dubai’s real estate market remains one of the most dynamic in the world, attracting both investors and homebuyers with its blend of luxury, strategic urban planning, and high-growth potential. With property
ANAX Developments notes that Dubai’s real estate sector is evolving beyond traditional property transactions. Buyers today are not just looking for a home— they are seeking holistic lifestyle experiences that integrate smart technologies, wellness amenities, and sustainable design. The market’s shift towards future-ready developments is evident in the growing demand for ecofriendly projects, energy-efficient homes, and master-planned communities designed for modern living.
The emirate’s forward-thinking urban planning strategies are playing a crucial role in sustaining investor confidence. The recently unveiled Dubai Quality of Life Strategy 2033 and the Dubai 2040 Urban Master Plan underscore the city’s longterm commitment to enhancing infrastructure, sustainability, and overall livability. ANAX Developments sees these initiatives as key drivers of real estate demand, ensuring that Dubai remains one of the most attractive destinations for property ownership and investment.
As Dubai continues its journey towards becoming the world’s leading metropolis for quality living, ANAX Developments believes that developers must stay ahead of changing consumer expectations. Smart homes, digital connectivity, and integrated wellness-focused communities are no longer niche offerings but essential features in today’s property market.
With its pipeline of new projects, ANAX Developments aims to contribute to this evolving landscape, ensuring that its residential offerings not only meet today’s standards but also anticipate the needs of future homeowners and investors. By combining innovation, strategic location choices, and a deep understanding of market trends, the company is not just responding to Dubai’s real estate evolution — it is helping shape it. His expertise in negotiation, communication, and relationship management has played a pivotal role in the company’s growth and success.”
This fully integrated, all-inclusive community spans 2.2 million square metres and features over 4,500 homes
Inspired by Mediterranean Spanish architecture, Bloom Living is a fully integrated and all-inclusive community located in Abu Dhabi, spanning 2.2 million square metres.
Bloom Living will feature over 4,500 homes including villas, townhouses, and apartments that vary in design and type, offered at remarkably attractive and competitive prices to suit the unique needs of residents of all generations.
Bloom Living reflects Bloom Holding’s broader vision to redefine community living. The development aims to exceed homeowners and investors’ expectations through its premium design and best-inclass amenities. The Dhs9bn gated community, with a guard house offering round-the-clock security, is also an investment zone where expats and foreigners from all nationalities can own a property.
Bloom Living has been thoughtfully designed so that all the facilities, amenities and services are within walking distance for every resident. Residents can explore the beauty of nature at Bloom Living’s multiple uninterrupted, interconnected parks, and they can also enjoy their time at
the community’s main Clubhouse which provides easy access to pools, sports, and recreational facilities. Bloom Living also boasts diverse amenities including playgrounds, manicured gardens, and lush green spaces for its residents to enjoy.
At the heart of Bloom Living lies a Town Center, a vibrant community destination that offers an array of exquisite restaurants and cafés available for both residents and visitors, as well as a variety of retail options and services such as a medical clinic, a wellness center and a supermarket, to ensure that residents can obtain all their daily necessities without the need to leave Bloom Living.
The focal point at Bloom Living will be a large lake around which residents can walk, run, and cycle on designated trails. For gatherings and leisure activities, the community features multi-purpose amphitheaters and Sunset and Sunrise Plazas with spectacular views. Moreover,
Bloom Living comprises places of worship and two international schools.
PRIME LOCATION OF BLOOM LIVING: WHAT DOES IT OFFER THE RESIDENTS
Conveniently located near Zayed International Airport and the Abu DhabiDubai highway, Bloom Living benefits from Abu Dhabi’s fast-developing infrastructure and lifestyle amenities. Its premium facilities and picturesque landscaping draw homeowners and investors seeking peace of mind and genuine human connection.
Over the years, Bloom Holding has solidified its position as a pioneer in developing premium integrated communities in prime locations. The company pays close attention to detail, prioritizing excellence as it offers thoughtfully designed homes with highend finishes. Bloom Living presents multi-generational offerings centered around community living, as well as an abundance of amenities for residents to lead a fulfilling life.
This project reflects Bloom Holding’s commitment to addressing the needs of those looking for a superior lifestyle experience with everything they need at their doorstep.
Bloom Holding has witnessed exceptional sales results with each launch at Bloom Living, which is a testament to Bloom Holding’s dedication to excellence and its proven track record in delivering thoughtfully designed projects.
Notably, in September 2024, Bloom Holding announced it had begun the handover process of units in Cordoba, the first phase of Bloom Living, three months ahead of its scheduled delivery date. This milestone reaffirms Bloom Holding’s ambition to develop premium units on time, and to the highest standard, providing customers with an asset that delivers great lifestyle with long-term value.
Bloom Living presents multi-generational offerings centered around community living, as well as an abundance of amenities for residents to lead a fulfilling life.
The partnership has launched more than 1,800 residential units in the past 18 months, amounting to a development value exceeding Dhs3bn
The collaboration between IRTH Group and Rove Hotels has played a key role in reshaping Dubai’s branded residential sector.
Founded by the Alshamsi family, IRTH Group is a real estate investment platform focused on value creation, innovation, and modern living experiences. The name “IRTH,” meaning ‘past, present, and future’ in Arabic, reflects the company’s long-term commitment to quality and innovation in real estate.
Known for its presence in the long-stay hotel segment, Rove Hotels has expanded into the branded residence space with Rove Home.
With a shared commitment to providing accessible urban living solutions, the partnership has launched more than 1,800 residential units in the past 18 months, amounting to a development value exceeding Dhs3bn.
Highlights include the flagship Rove Home Downtown Dubai. The project
launched in September 2023 and was sold out within two weeks. This was followed by Rove Home Marasi Drive in Business Bay, and more recently, Rove Home Dubai Marina, which was recognised as the “Best New Lifestyle Project of the Year 2024” by Gulf Business.
Rove Home residences are crafted to appeal to young professionals, couples, and small families seeking a balanced lifestyle in central locations. These properties incorporate smart design, modern amenities, and a strong sense of community. Additionally, owners benefit from access to services and perks across all Rove Home properties and Rove Hotels, enhancing the overall living experience.
Paul Bridger, COO of Rove Hotels, highlighted the motivation behind the Rove Home concept: “Rove Home was born
Rove Home was born from a desire to redefine the branded residences space, making them accessible to a wider audience and infusing Rove’s modern and dynamic ethos into a segment traditionally dominated by luxury brands.”
from a desire to redefine the branded residences space, making them accessible to a wider audience and infusing Rove’s modern and dynamic ethos into a segment traditionally dominated by luxury brands.
“Future residents can expect not only well-designed, unique properties in prime locations but also the benefit of being part of the larger Rove community, which extends across all Rove properties.”
Osman Celiker, CEO of IRTH Group, emphasised the vision behind the developments: “At IRTH, our vision is rooted in the future, creating lifestyle destinations for next-generation living. Rove Home developments are changing the way real estate is experienced.
“With innovative design, functional efficiency, smart features, vibrant communities, and modern conveniences, our projects cater to a new generation of dynamic homeowners and smart investors.”
The Rove Home concept is set for significant growth, with plans to introduce 3,000 new residences over the next five years. Designed for professionals and investors, these residences offer prime locations, integrated amenities, and superior connectivity, addressing the demand for practical yet well-designed living spaces.
In a market often focused on ultra-luxury developments, Rove Home provides a distinctive alternative that balances quality and affordability.
AT IRTH, OUR VISION IS ROOTED IN THE FUTURE, CREATING LIFESTYLE DESTINATIONS FOR NEXT-GENERATION LIVING
With a fast-growing market share, SAMANA Developers is leading the charge in Dubai’s real estate growth. Its Dhs16bn portfolio and 12 new projects in 2024 cement its position as a major force in the sector
In a competitive landscape where scale and ambition define success, SAMANA Developers has emerged as one of Dubai’s most formidable real estate players. With a portfolio exceeding Dhs16bn, the company commands a 4.4 per cent market share, solidifying its standing as the seventh largest developer in Dubai.
“Our commitment has always been to not just meet market demands but to anticipate and shape them,” says Imran Farooq, CEO, SAMANA Developers.
The launch of 12 new projects in 2024 alone underscores this Samana’s proactive approach, reinforcing the company’s reputation for agility and expansion.
The company says it carefully selects sites that appeal to those seeking a refined Dubai lifestyle while also ensuring strong potential for capital appreciation.
“For discerning individuals seeking either a sound investment or a premium home in Dubai,” Farooq affirms, “SAMANA Developers offers a proposition underpinned by proven performance and a clear, forwardthinking vision for the future.”
Looking ahead, SAMANA is focusing on Dubai South, an area poised for exponential growth due to the expansion of Al Maktoum International Airport and the development of Expo City. The airport, set to become the world’s largest with a projected 260 million passengers annually, alongside the creation of 500,000 jobs, makes Dubai South a strategic hub for real estate investment. The launch of SAMANA Resorts in this district reflects its approach, ensuring its projects align with Dubai’s evolving urban landscape.
Population growth remains a fundamental driver of Dubai’s real estate boom. In the first quarter of 2024, the city’s daytime population reached 4.9 million, with nighttime figures expected to hit 3.8 million by year-end. This surge fuels sustained demand across property sectors,
reinforcing the need for high-quality developments like those offered by SAMANA.
For investors, the numbers tell a compelling story. Dubai’s gross rental yields range between 5-7 per cent, among the highest globally, with prime areas experiencing 15-20 per cent year-on-year price appreciation. “Dubai properties offer exceptionally attractive investment opportunities,” says Farooq.
It’s not just in the UAE that SAMANA Developers is looking to grow its share. In January this year, SAMANA Developers, in collaboration with global luxury lifestyle brand ELIE SAAB, officially unveiled its Ocean Views Interiors project.
The development marks the first branded real estate project by ELIE SAAB in the Maldives.
Situated in the Maldivian archipelago, SAMANA Ocean Views Interiors by ELIE SAAB is a 20-minute speedboat ride from Hanimaadhoo Airport and a 45-minute seaplane journey from Malé.
Spanning over 507,651 square feet, the 190-key development features beachfront villas, over-water bungalows, and poolside apartments.
This Dhs2.2bn development is set for completion in 2029.
SAMANA Developers offers a proposition underpinned by proven performance and a clear, forward-thinking vision for the future.”
AS MORE WOMEN CONTINUE TO BREAK BARRIERS AND CLIMB THE CORPORATE LADDER, ESTABLISHED FEMALE LEADERS SHARE THEIR INVALUABLE WISDOM WITH THE NEXT GENERATION. FROM OVERCOMING CHALLENGES TO SEIZING OPPORTUNITIES, THESE INFLUENTIAL LEADERS OFFER ACTIONABLE ADVICE ON HOW YOUNG WOMEN CAN CHART THEIR CAREER PATHS WITH CONFIDENCE, RESILIENCE AND AMBITION
BY NEESHA SALIAN
aving spent years in the GCC’s automotive industry, I have faced both challenges and opportunities in a fiercely competitive environment. As a woman in leadership, I have often found my capabilities scrutinised. But rather than allowing this to discourage me, I transformed it into fuel — fuel to rise higher, to push boundaries, and to prove that determination and resilience are forces to be reckoned with. Leadership, especially in male-dominated industries, is demanding. But with every challenge comes an opportunity to grow, to inspire, and to pave the way for others.
Women bring unique strengths; empathy, adaptability, and the ability to juggle multiple responsibilities with grace. These aren’t just soft skills; they are the very traits that drive meaningful transformation. We don’t just lead, we elevate,
we challenge, and we innovate. Great leadership is about balance, the harmony between data-driven decisions and emo tional intelligence. It is about fostering cultures where diverse perspectives are not just welcomed but are essential for success. Women have an innate ability to ask the tough questions, to spark impor tant conversations, and to ensure that every voice is heard. By embracing collab oration and navigating complexities with confidence, we contribute to stronger, more inclusive organisations.
As we celebrate International Women’s Day, let’s remember that leadership isn’t just about the titles we hold or the targets we achieve — it’s about authenticity. It’s about showing up as our true selves, owning our space, and knowing that our voices matter just as much as anyone else’s. Success is not just about relentless effort; it’s also about self-care. We cannot
eaders face many challenges, and women leaders are no exception. Women juggle multiple roles — professional, familial, and personal. Often, the role of ‘self’ receives the least attention. Balancing responsibilities can range from getting children to school on time to leading strategic agendas, motivating teams, and managing personal brands. These challenges evolve with changes in communication, technology, and the
LDr Mody AlKhalaf
Eour wellbeing, surrounding ourselves with supportive mentors, and building networks that uplift us are just as important as any professional milestone. To every woman striving to make her mark, know this: You are capable, you are strong, and you belong at the table. Keep breaking barriers. Keep lifting others as you rise. And most importantly, never doubt the power you hold to shape the future.
Here’s to women who lead, who inspire, and who redefine what’s possible.
CHIEF HR OFFICER, ARAMEX DIRECTOR, LEARNING AND DEVELOPMENT, RIYADH AIR
macro environment. Successful female leaders navigate these complexities by embracing gratitude. Having gratitude ensures we are appreciative of what we have, irrespective of how difficult things may be, and gives rise to two other fundamental leadership traits: empathy and resilience. Networking is vital for success. It facilitates learning, provides support, and helps leaders find mentors and allies.
mbrace the opportunity to learn and grow in a unique environment — not only being in a sector with fewer women but also being part of a large international startup that gives you access to some of the world’s best expertise. Adopt a lifelong learner mentality, not only by actively seeking professional growth through formal training but also by optimising your job to be a continuous learning opportunity: listen, watch, learn, and apply what you learned to achieve your aspirational goals.
Constantly seek out opportunities that challenge you and broaden your skill set. Don’t shy away from stepping out of your comfort zone — growth often comes from the most unexpected experiences. Prioritise your wellbeing and always surround yourself with relationships that inspire and support you. Find causes that are meaningful to you and dedicate some of your time to giving back. This will broaden your perspective and strengthen your leadership abilities. Finally, stay curious, resilient and confident — the sky is truly the limit. Pics: Supplied
Ahlam Bolooki
CHIEF EXECUTIVE OFFICER, EMIRATES LITERATURE FOUNDATION
ontinuous learning and listening are key to good leadership. Managing relationships is challenging, but with empathy and an understanding of people’s strengths and weaknesses, everything falls into place, creating a strong foundation for both your organisation and career. One can have the best training and ideas, but emotional intelligence remains the core of leadership.
CI wholeheartedly believe women can do anything — something I’ve seen firsthand working with powerful female leaders. Balancing motherhood while leading a fast-growing non-profit has reinforced this belief. Both roles must coexist, especially in early childhood, for the benefit of society.
Personal branding is often discussed, but to me, it’s about defining what you stand for. My advice to young women entering the workplace is simple: be authentic. Know your worth and stay true to your values.
OFFICER,
y advice to all the young women out there is simple: First, seek passion over perception. As a STEM graduate in electrical engineering, and a trumpet player, I often found myself in male-dominated spaces. But what mattered was that I was doing what I loved and excelling at it.
MSecond, surround yourself with people who inspire you. Instead of seeking one role model, I have found it more powerful to have a diverse group of mentors — both men and women — who offer different perspectives. For advice on navigating the C-suite, connect with experienced female executives. For insights into cultural nuances, seek out individuals with shared backgrounds. Lastly, specialise to stand out. Women are often multi-talented, but true success comes from mastering a specialised skill. In a world driven by expertise, standing out requires a depth of knowledge — whether in AI, sports, or any field you choose. Stay passionate, build your network, and carve your niche.
CHIEF DIGITAL ADVISOR, AMAZON WEB SERVICES
lways embrace new opportunities, even if your initial instinct is to decline. Saying “no” creates self-imposed limitations on your true potential. Remember that continuous learning is crucial, but practical application transforms theory into realworld impact that is far more profound. We must always value the journey to success, as there are no shortcuts to growth. I strongly believe in the importance of prioritising work-life balance from the beginning, to distinguish between management and leadership, and to uphold integrity as your guiding principle. I believe it’s also important to impart knowledge freely, at any given opportunity, and I never underestimate the power of teamwork.
AAlso remember that a single setback doesn’t define the overall outcome, it’s how we respond that counts. Empathy is also essential in today’s world, in how we communicate and understand how emotions influence individuals and their performance. My advice to all young women is to strive to be their authentic best — in life and in business.
GROUP EXECUTIVE DIRECTOR OF HR, MIRAL
As the world continues to evolve at an incredible pace, it offers a variety of exciting opportunities for women to explore. And the thirst for knowledge will be your most valuable asset. Cultivating a mindset of continuous learning is key to ensuring personal and professional growth. Speaking of growth, it is never linear and always comes with unexpected turns. Leaning into the detours can often lead to new possibilities — don’t be afraid to trust your intuition and explore them. A key element that could help you better navigate these situations is to surround yourself with individuals who inspire you, challenge you to grow, and celebrate your successes Also, invest in your personal development to drive your professional growth. Explore new hobbies and engage in activities that bring you joy while prioritising your wellbeing. Finally, contribute to something larger than yourself, whether through volunteering, mentorship, or simply acts of kindness.
Cultivating strong relationships through networking and maintaining a global perspective will help you better understand diverse markets and trends. Continuous learning is essential — staying updated on industry innovations and regulations while remaining resilient will help you navigate the industry’s dynamic challenges and opportunities. It is important to foster an environment where gender does not limit potential.
The best advice I can give to younger women is to take risks and say yes to challenges — even when they feel unprepared. Growth happens outside of our comfort zones, and too often, women hold back from opportunities because they don’t check every box.
Apply for that job, take on that leadership role, speak up in that meeting — trust
For women to succeed, in addition to support from fellow women, they need strong backing from business leaders who prioritise diversity. Achieving female leadership involves creating spaces where women can thrive and lead. While progress has been made in advancing women into leadership roles, the journey is ongoing. Today’s market demands not just adaptation but active advocacy for the voices of women.
CHIEF OPERATING OFFICER – BUSINESS APPLICATIONS, ECEMEA, ORACLE
yourself to figure things out along the way. Whether in career, further studies, or community engagement, boldness opens doors that hesitation never will.
The path may not always be clear, but by embracing challenges, you’ll create your own opportunities and redefine what’s possible.
SVP AND PARTNER - HEALTHCARE AND LIFE SCIENCES, FROST & SULLIVAN
TCHIEF COMMERCIAL OFFICER, A1RWATER
oday, ‘equality’ is a major challenge across all segments of the society. We are also going through a period of workforce transformation. Generative artificial intelligence is rewiring how we work, think, and live. I believe that in the next few years, 70 per cent of the job skill requirements will change. Due to technological advancements, the demand for soft skills — such as empathy, team building, leadership, collaboration, consensus-building, and inclusivity – will increase.
We know women are uniquely positioned and superior in the above-mentioned traits and they can inherently bring these much-needed qualities to the workspace. However, in a maledominated world, women face systemic barriers — limited access to key leadership opportunities, unconscious bias, and the pressure to constantly prove their worth. Guilt and regret are two of the biggest barriers for women. We must help women to stop self-sabotage, step up, gain more confidence and own their leadership potential.
My number one piece of advice to young women is this: Bet on yourself.
The path to success rarely comes neatly packaged, and some of the most fulfilling career moves happen in unexpected ways. Learn to get comfortable with uncertainty, trust your instincts, and take risks — especially early in your career. Even if things don’t go as planned, there’s always time, space, and support to rebuild.
Relationships are another cornerstone of growth. Build your network before you need it and cultivate a trusted “board of advisors” for life, people who offer perspective and honest feedback across career, wellness, and personal growth. Success isn’t a solo journey. The right network will fuel your ambition, hold you accountable, and remind you of your strengths when doubt creeps in.
In an era of AI and rapid technological shifts, your greatest advantage will be clarity on the unique value you bring and your ability to adapt and evolve. Invest in trust, nurture meaningful relationships, and stay grounded in your values.
COUNTRY DIRECTORSAUDI ARABIA, ENOVA BY
VEOLIA
hroughout my journey in the energy and facilities management sector — an industry where women leaders have been rare — I’ve learned that success is built on discipline, joy, and kindness.
TFirst, self-discipline is the foundation of growth. Whether managing a team, advancing your career, or balancing personal life, discipline keeps you focused and resilient. Set standards for yourself and commit to them daily.
Second, make work enjoyable. Passion fuels excellence, but fun sustains it. When you enjoy what you do, you perform better, overcome challenges more easily, and maintain a healthier mindset. Finally, kindness matters. In any profession, people prefer working with those who uplift, support, and inspire. Technical skills can be learned, but the ability to foster positive relationships is invaluable.
DIRECTOR AND VP, CORPORATE AFFAIRS, RAWABI HOLDING
I am privileged to be part of a workplace that actively supports women’s development and provides a nurturing and empowering environment for them to grow and thrive.
Mentorship is something I hold close to my heart. I strongly believe that for women to flourish, they need to connect with inspirational mentors who will guide, challenge, and motivate them. Surrounding yourself with strong, empowering leaders is essential — they uplift you while pushing you to achieve more.
To truly accelerate action, women must also engage with the broader community, empowering others to find their voice and make an impact.
Today, young women’s active participation is no longer just a symbolic gesture — it is a necessity for our collective growth and success as a society.
EXECUTIVE DIRECTOR, DESTINATION MARKETING AT THE ROYAL COMMISSION FOR ALULA
y advice to younger women is to trust your capabilities, challenge yourself, and stay open to new opportunities. When I was offered the chance to work at my current job, I hesitated at first. Ultimately, I took the chance to embrace the opportunity and adapt to a new environment and culture, which is so proudly redefining the place of women in society.
MLEADER, COMMUNICATIONS AND PR,
tarting out in the workplace as a young female is full of exciting prospects, but also unique challenges. I advise young females to focus on organisational skills such as time management, prioritising and adaptability in fast-paced environments, and they should be in a good position to thrive and work toward a leadership track.
Never stop upskilling. The marketplace is changing faster than ever, and lifelong learning is the hallmark of all great leaders. These skills range from technical knowledge to soft skills like communication, negotiation, and emotional
I encourage young women at the start of their careers to define their ultimate ambitions, to ensure they have the academic qualifications that are commensurate and to avail opportunities that are consistent with the defined pathway. Confidence and self-belief are critical. Trust yourself…you’re capable of so much more than you may think.
intelligence, all of which are essential for success. Try to find mentors, mostly, learn from professionals who have very much experience and great knowledge about their field. I believe it is important to have a ‘big picture’ mentality and look ahead to potential challenges and problems and pursue solutions-based approaches. Leadership is not the domain of knowledge; it’s the domain of enabling teams, decision-making, and taking others on board. Last but not least, have faith in yourself and claim your space.
y advice for younger women is to challenge yourself to do what scares you — it’s where true transformation begins. Most decisions we make aren’t permanent, yet we often spend more time worrying about the outcome than actually taking steps toward change. We tend to overanalyse, mapping out endless pros and cons, which can lead to decision paralysis.
MMANAGING DIRECTOR – MIDDLE EAST, ATTELINE
OAs someone who has built a career spanning consulting, strategy, and entrepreneurship — working across multiple countries and countless industries from finance to luxury retail — I’ve learned that every decision is just one step in a much larger journey. Being young gives you the luxury of time to learn, relearn, and adjust. More often than not, you’ll have another chance, and if things don’t go as planned, you’ll walk away with a lesson that shapes your worldview.
This mindset is especially important because our appetite for risk shrinks as we get older, when family or financial responsibilities take priority. I’ve seen firsthand how embracing bold choices can lead to incredible growth.
CO-FOUNDER AND MANAGING PARTNER, AVANTCHA TEA
Ine of the best pieces of advice I’ve ever learned in my career is simple, perhaps a cliché, but true in not only work but also life: Don’t shoot the messenger.
Whether it’s a client, journalist, or colleague, take a step back before reacting. Everyone has their own pressures and challenges, and understanding their perspective will make you a better leader. The best leaders aren’t the ones who speak the most — they’re the ones who listen, ask the right questions, and create space for better conversations. Staying calm, assessing the situation, and responding with purpose and empathy will serve you well in any industry.
And never stop learning.
The world moves fast, and the best way to keep up is to surround yourself with people who know more than you. Hire them, learn from them, and let them challenge your thinking. The moment you think you have all the answers is the moment you stop growing. Stay curious, stay open, and always look at the bigger picture.
GENERAL MANAGER, BINANCE DUBAI
f I could offer one piece of advice to young women, it would be to take more risks, embrace failure early and trust in the resilience you are building. When I set out to create my business with my partners, I didn’t have a blueprint to follow. However, what I did have was a vision to establish a purpose-driven brand and workplace where individuals can thrive. I was also willing to work tirelessly and had the courage to learn from every misstep.
Failure isn’t the opposite of success; it’s a necessary part of the journey. Time is precious; every lesson you gain will serve you in ways you may not yet realise. One important lesson I learned the hard way is that asking for help is acceptable. The strongest leaders surround themselves with people who challenge, support, and uplift them. Know that your dreams are valid and achievable. Engage with your community, seek mentors and never allow selfdoubt to hold you back from taking that first step.
Whether you’re just stepping into the industry, considering a shift, or still finding your path: never stop learning or expanding your horizons. We live in an era where change is constant, opportunities are limitless, and knowledge is more accessible than ever. Yet, I know how easy it is to feel stuck — in a role, in a career, or in expectations that don’t quite fit. That feeling can be isolating, but it should never define you. Don’t let anyone box you in. Don’t let anyone make you feel like just because you’re a woman, you shouldn’t have the same opportunities as anyone else. Being a woman can be a advantage — we bring unique perspectives, strengths, and resilience to the table. Growth happens when you push beyond those moments of doubt when you seek knowledge beyond what’s expected, and when you permit yourself to evolve. Every step you take — every challenge you embrace — expands your confidence and potential, and your career.
o young women navigating today’s complex world, my advice is to “stay real”. Cultivate and fiercely protect your authenticity. In a world overflowing with fake news, artificial identities, and endless filters, we’re surrounded by a saturation of curated online personas and external pressures. Embrace your individuality — strengths, vulnerabilities and aspirations — with pride and confidence. Self-reflect, understand your values, identify your passions and define your boundaries. These become your anchors to keep you grounded, and your compass to guide you through inevitable challenges and societal expectations. Authenticity, not conformity, is the key to lasting impact. It fosters trust, attracts meaningful opportunities, and empowers you to lead with integrity. Stand tall, celebrate your progress, and learn from your setbacks.
Women are diamonds — resilient, brilliant, and shaped by challenges. Everybody wants to shine, but few are willing to endure the pressure that forms a diamond.
Choose your battles carefully. We cannot fight every fight. Instead, ask yourself: “Is this worth it?” Over my 35-year career, I have worked for toxic leaders. I could have fought countless battles. Instead, I focused on the one battle that would matter most: moving forward and getting out of the way.
Find what brings you joy in life and make it your purpose. For many years, financial independence was my driving force. Over time, I realised my deeper sources of fulfillment, continuous learning, working with people I admire and respect. Build genuine relationships, create deep social capital, the safety net that accompanies you throughout your career, and treasure human connections for mutual support.
Throughout my career, I’ve learned the key lessons. These include cultivating confidence. Early in my career, I was often the only woman in meetings. Owning my expertise and asserting my viewpoints helped ensure my contributions were recognised. Aligning with mentors, both male and female, provided guidance and opportunities. Supporting and uplifting other women fosters inclusivity and strengthens professional growth. External networking is valuable, but internal networking within your organisation is equally crucial for career advancement.
Women in the MENA region are breaking barriers, driving change, leading businesses, and narrowing the gender gap in education and the workforce. Regional national policies and empowerment initiatives have accelerated this progress, particularly in the UAE, where women now hold 10.8 per cent of board positions, double the GCC average of 5.2 per cent, a testament to the UAE’s commitment to progress. My advice to young women is to strategically position yourselves to capitalise on these opportunities. Cultivate specialised skills, globally relevant expertise and proactively seek out mentors and networks that will guide and elevate your career, Young women should seize every opportunity to lead, innovate, and shape the future.
A successful career requires maintaining mental and physical health, so balance is key. Staying updated with industry advancements is essential. Setbacks are inevitable, but they offer valuable learning experiences — embrace them with resilience. Be bold in pursuing your goals, and don’t let obstacles hold you back from following your passion. Champion diversity by advocating for inclusive practices in your organisation.
Abdullah Mohammad Khorami, chief business officer at Saudi Arabian telecoms firm, Etihad Salam Telecom Company, discusses emerging industry trends and strategic partnerships
What are the emerging trends in telecommunications, and how is Etihad Salam Telecom Company positioning itself to lead in these areas under your leadership?
The telecommunications sector is currently undergoing a rapid evolution, driven by the emergence of groundbreaking technologies such as Artificial Intelligence (AI), the Internet of Things (IoT), and 5G. Etihad Salam Telecom Company is actively positioning itself as a leader in this transformative phase, strategically leveraging AI to drive sustainability and efficiency throughout its operations. Etihad Salam Telecom Company is not only looking to bolster its core services but is also aiming to play a pivotal role in the broader digital transformation touching critical sectors, including transport, healthcare, utilities, and retail.
Given your strength in building strategic partnerships, what types of collaborations are you looking to establish to drive Etihad Salam Telecom Company’s mission forward?
Etihad Salam Telecom Company’s strategic approach to partnerships
concentrates on aligning with entities that can strengthen its mission and enrich its service offerings. Pursuing additional data center partnerships is a key aspect of this strategy, highlighted by the company’s strategic collaboration with TLS, which aims to broaden its service spectrum and bolster the national digital infrastructure. Moreover, Etihad Salam Telecom Company is setting its sights on collaborations with global tech giants to introduce advanced AI capabilities to the region, and to develop AI-ready data centers.
At the forefront of Etihad Salam Telecom Company’s collaborative efforts is its partnership with EdgeNext, unveiled at LEAP 2025, which aims to boost EdgeNext’s service delivery and network capabilities in Saudi Arabia.
We have partnered with ServiceNow to accelerate SME growth in Saudi Arabia by offering integrated digital solutions and workflows, streamlining business operations to foster innovation and efficiency within the fast-growing sector.”
ETIHAD SALAM TELECOM COMPANY IS ALSO EXTENDING ITS ADVANCED CONNECTIVITY AND ICT SOLUTIONS
This partnership will take advantage of Etihad Salam Telecom Company’s data center colocation and internet services, along with enhanced connectivity offered through the Saudi Internet Exchange. Additionally, Etihad Salam Telecom Company’s collaboration with ACES is set to revolutionise internet speeds in residential areas, promising up to 25 gigabits per second, facilitated by an Open Access Agreement that will augment network services and digital empowerment in Riyadh.
Etihad Salam Telecom Company is also extending its advanced connectivity and ICT solutions to revolutionise the operational efficiency, resource management, and service delivery of the National Water Company, in line with Saudi Arabia’s ambitious digital and economic transformation goals. Another significant partnership is with Genesys, aimed at transforming customer interactions through the integration of AI, automation, and cloud-based technologies into a comprehensive telecommunications solution, tailored to meet the evolving demands of Saudi consumers.
We have partnered with ServiceNow to accelerate SME growth in Saudi Arabia by offering integrated digital solutions and workflows, streamlining business operations to foster innovation and efficiency within the fast-growing sector. We announced a strategic partnership with Elm to deliver innovative smart city solutions and digital transformation services by combining Elm’s technological expertise with Salam’s telecommunications infrastructure, enhancing urban living and sustainability in Saudi Arabia.
Etihad Salam Telecom Company is advancing SME growth in Saudi Arabia through strategic partnerships with Applivary for Mobile Device Management and Dahua for CCTV surveillance, providing SMEs with scalable, innovative solutions to enhance operational efficiency, security, and customer service, thus reinforcing its commitment to SME digital transformation and support.
The new BMW M5 has arrived in Dubai with a bold debut, but does it live up to the expectations of enthusiasts? p.56
“Fitness
is no longer just about physical transformation — it’s about mental clarity, emotional wellbeing, and recovery. We’ve aligned our offerings to reflect this holistic approach.”
MARK BUCHANAN, CEO, Fitness First Middle East
With the Serpent Bohème Vintage collection, Bocuheron has reworked and streamlined the original links of the 1974 necklace, while coloured stones have given way to brilliant-cut diamonds in pear-shaped motifs. Their lines are tauter and more dynamic than the cabochons in the original piece. The supersized pieces –which feature gold in snakeskin-like texture – can be worn in different ways. This collection has 15 designs, spanning jewellery and high jewellery.
BY NEESHA SALIAN
What have been the most notable changes in the fitness sector, particularly in the Middle East?
The fitness industry in the Middle East has transformed dramatically over the last two decades, moving from basic gym setups to comprehensive wellness hubs. Today, members expect much more than just access to equipment; they seek an immersive experience that combines fitness, recovery, and holistic wellness. Fitness First has adapted by continuously evolving our offerings. Recently, we announced the opening of six new clubs. These new facilities include state-of-the-art equipment, outdoor gym areas, swimming pools, cold plunges, treatment rooms and infrared saunas, catering to modern fitness and wellness demands. We’ve also partnered with LXA, a global design agency, to reimagine our existing clubs, ensuring they provide a
seamless and enhanced member journey. The trend towards health and wellness has grown substantially, with many people now focusing on maintaining a fit lifestyle.
How has this shift in consumer behaviour impacted the fitness industry ?
The shift towards a ‘fit lifestyle’ has reshaped the fitness landscape. Members now view fitness as a long-term investment in their overall well-being rather than a short-term goal. This mindset has driven demand for more holistic fitness experiences that integrate mental health, recovery, and nutrition. At Fitness First, we’ve embraced this by introducing wellness programmes, digital fitness solutions, and concept classes like reformer Pilates, yoga, sound healing, functional training and special classes and events. This time of year also sees a surge in memberships, as
many individuals set New Year’s resolutions to commit to a consistently fit lifestyle. The first quarter is always an exciting period for us, with a significant influx of members eager to start their wellness journey, and we ensure our facilities and programmes are ready to meet this heightened demand. We’ve also introduced features such as ice baths and recovery zones to address the growing focus on wellness recovery and stress relief.
Additionally, our Innovation Hub allows us to test new fitness programmes and equipment based on member feedback, ensuring we stay ahead of evolving demands and provide members with the tools and support to maintain their fitness resolutions year-round.
You’ve seen the transition from traditional gyms to a more holistic approach to fitness that includes wellness, recovery and mental health. How has this shift changed the way you operate?
This transition has been at the core of our strategy. Fitness is no longer just about physical transformation — it’s about mental clarity, emotional wellbeing, and recovery. We’ve aligned our offerings to reflect this holistic approach. For instance, we’ve introduced dedicated recovery zones with advanced amenities like infrared saunas, cryo chambers, ice baths, and treatment rooms. Our clubs are also designed with social and community spaces to foster connections among members. Moreover, we offer mindfulness programmes, guided meditation, and mental health-focused workshops, recognising that mental fitness is just as critical as physical health.
Additionally, we are focusing more on fitness activities like yoga, which provides a holistic approach to overall wellbeing. Initiatives like World Yoga Day, pop-up workout workshops, and wellness events encourage both members and non-members to engage with their communities and explore new ways of integrating fitness into their lifestyles.
What advice do you have for executives who struggle to prioritise fitness in their daily routines?
For executives, fitness often feels like a luxury rather than a necessity. My advice is to treat it as a non-negotiable meeting with yourself. Even 30 minutes of physical activity can significantly improve productivity,
focus, resilience and mental health. Fitness First caters to busy professionals by offering flexible options, including virtual classes and digital fitness programmes that can be accessed on the go. Members have the option to access all our clubs, ensuring convenience no matter where members are at work or home. Additionally, personal training sessions eliminate the guesswork for members who may not know where to start. These sessions provide tailored guidance, ensuring that even those with limited time can make the most out of their workouts. For those who prefer group settings, fitness classes ranging from 30 minutes to an hour are perfect for quick, effective workouts.
Could you share some of the unique concepts or offerings that have set Fitness First apart from competitors? We’ve consistently introduced new concepts that redefine the fitness experience. Recent innovations include outdoor gym spaces, reformer Pilates studios, digital fitness solutions, and the integration of recovery-focused features like infrared saunas and cold plunge pools. In addition to launching new clubs, Fitness First is committed to enhancing its existing facilities to provide members with an upgraded and seamless fitness journey. These
“The shift towards a ‘fit lifestyle’ has reshaped the fitness landscape. Members now view fitness as a long-term investment in their overall well-being rather than a short-term goal.”
enhancements include revamped layouts, improved space management, and the addition of advanced amenities to ensure a premium experience across all locations. Our leadership team plays a pivotal role in fostering this innovation by listening to member feedback and staying ahead of global trends. Initiatives like our Innovation Hub allow us to experiment with new equipment and programmes, ensuring we bring the best to our members.
With the fitness industry poised for more growth, tell us your plans.
This year is set to be a landmark one for Fitness First, with plans that not only include the launch of six new clubs across Dubai and Abu Dhabi but also a GCC-wide expansion strategy. These developments are underpinned by our partnership with the renowned global design agency, LXA, which plays a pivotal role in redefining the layout and design of our gyms. This partnership ensures meticulous attention to detail in space planning and management, creating workout environments that are both functional and inspiring. A well-thought-out gym layout not only maximises space but also enhances the overall workout experience and fosters a better mindset for members.
The six new clubs, strategically located in high-demand areas, will feature advanced technology, functional training areas, recovery zones, and dedicated spaces for group exercise, cycling, and reformer Pilates — an activity that has gained significant popularity in recent years. In addition to new club openings, Fitness First is focused on enhancing its existing clubs to provide upgraded facilities and experiences for its members. From improved layouts to integrating advanced wellness features like infrared saunas and ice baths, these enhancements are designed to elevate the member journey.
A key highlight of 2025 will be the introduction of a personalised member journey, with an exclusive concierge coach programme to guide new members through their onboarding process. This initiative aims to ensure that every new member feels supported and empowered to achieve their fitness goals from day one. Members can also look forward to innovative programmes, including new fitness assessment tools to help track progress more effectively and concept-driven classes that cater to modern fitness enthusiasts.
Are there any new trends or technologies in fitness that you believe will shape the the member experience?
In this age of advanced technology and AI, trends like AI-driven personal training, wearable tech, and virtual reality workouts are poised to revolutionise the fitness industry. While we are exploring the implementation of AI at Fitness First, it is certainly an area to focus on in the future. Leveraging AI has the potential to not only enhance our business operations but also elevate the member experience by providing more personalised, data-driven fitness solutions. We’ll also continue to prioritise community-building, mental health and recovery, ensuring that our clubs become holistic wellness hubs.
K2, A TUNISIAN-FRENCH RAP ICON, HAS COLLABORATED WITH STARS LIKE SNOOP DOGG AND DJ KHALED, BUILDING A GLOBAL NAME. WITH OVER 1.5 MILLION INSTAGRAM FOLLOWERS, HE’S NOW MAKING WAVES IN BUSINESS AND TECH. IN THIS EXCLUSIVE Q&A, HE SHARES HIS JOURNEY
BY GARETH VAN ZYL
Growing up in Tunisia and launching your music career in France, how did your early experiences in the rap scene shape your approach to innovation and entrepreneurship? Also, what core businesses are you involved in right now?
Growing up in Tunisia, hip-hop was more than just music — it was a way to fight for something bigger, to express ourselves. The music scene taught me to hustle, innovate,
and create my own opportunities, shaping my approach to business.
Moving to France was a struggle at first, but it taught me a lot about the music industry and its deep connection to entrepreneurship. I had to learn about marketing, strategy and how to constantly evolve. My journey led me to global collaborations with figures such as Snoop Dogg, The Game, Fat Joe, T-Pain, DJ Khaled, Ronaldinho and more. These
relationships continue to shape my mission today. I’ve worked with Snoop before, and we’re planning to collaborate again: this time with a shared vision of leveraging music, technology, and entrepreneurship to drive social change.
Today, I apply that same drive across multiple industries, from Web3, blockchain, and emerging tech investments to entertainment ventures that focus on exclusivity and innovation.
Your success as a celebrated artist in the Middle East eventually led you to diversify into technology. What inspired you to expand your portfolio from music into areas like crypto, Web3 and beyond?
Music gave me a platform, but I always knew I wanted to build beyond it. I’ve always been drawn to what’s next — especially how technology disrupts industries and reshapes culture. When I saw how blockchain and Web3 were changing ownership models and creating new digital economies, I knew I had to be part of it.
Technology, crypto, and Web3 thrive on innovation, community, and future-driven thinking. My goal has always been to bridge culture, finance and innovation — creating unique experiences that push boundaries.
With K2 Meta leading strategic investments in the crypto space, what key opportunities do you see in digital assets today? How does technology drive your investment strategy in this rapidly evolving market?
The real opportunity in digital assets lies in their utility and real-world applications. It’s not just about speculation; it’s about how blockchain is reshaping entertainment, finance, and ownership. The future belongs to projects that solve real-world problems across various industries.
At K2 Meta, we focus on long-term, scalable solutions, identifying technologies that will redefine industries rather than chasing hype. In such a fast-moving space, strategy, adaptability, and deep market insight are key.
How do your creative instincts as a rapper and producer influence your business decisions and help you identify emerging trends in technology and digital innovation?
Music and business share the same core elements: timing, vision and storytelling. In music, you have to sense trends before
they go mainstream and that instinct translates into spotting shifts in tech and culture.
When evaluating investments, I think like a creator, not just a businessman. I look for projects that resonate, disrupt, and have the power to shape the future — not just those making noise.
Your charitable initiatives, ranging from renovating schools to donating medical supplies, have made a tangible difference in Tunisia. How do these philanthropic efforts align with your business philosophy and long-term vision for social impact?
Philanthropy has always been central to my philosophy and personal goals. I believe success isn’t just about financial gain; it’s about using your platform and resources to create real, lasting change.
My initiatives, such as providing food and medical supplies during the COVID19 pandemic and supporting underserved communities in Tunisia, align with my broader vision of empowering vulnerable populations. Through my work with
“Technology, crypto, and Web3 thrive on innovation, community, and future-driven thinking. My goal has always been to bridge culture, finance and innovation — creating unique experiences that push boundaries.”
THROUGH K2 META , WEB3 INVESTMENTS, AND PHILANTHROPY, I’M CREATING A BLUEPRINT FOR THE NEXT WAVE OF ARTISTS, ENTREPRENEURS AND INNOVATORS
multiple charitable organisations, I’ve focused on combating malnutrition, supporting orphanages, and assisting the elderly — reflecting my deep commitment to sustainability, food security, and education.
This philanthropic approach isn’t just about giving, it’s about building ecosystems for long-term, meaningful impact. By blending business ventures with social responsibility, I aim to create self-sustaining initiatives that benefit communities long after the initial support.
Transitioning from an artist with a ‘bad boy’ image to a business leader in a suit and tie couldn’t have been without obstacles. What have been the most significant challenges in your journey, and how have they shaped your approach to risk and strategy?
The biggest challenge was learning to adapt to different situations and implementing the right strategies accordingly. Seeing how the music industry has evolved over the past three decades — from physical sales to digital downloads to streaming — helped me understand the importance of adaptability.
Now, I approach business with an open mind, focusing on agility and innovation. That mindset allows me to take risks strategically and stay ahead of the curve.
As you continue to blend art, technology, and social responsibility, how do you envision your legacy evolving? What role will your ventures play in shaping the future of business in the Middle East and beyond?
I want my legacy to be about breaking barriers and creating new opportunities for future generations. My goal isn’t just personal success: it’s about shifting mindsets and building ecosystems where culture, finance, and technology thrive together. Through K2 Meta, Web3 investments, and philanthropy, I’m creating a blueprint for the next wave of artists, entrepreneurs and innovators — thereby ensuring they have the tools to go even further.
BMW’S LATEST OFFERING COMES WITH THE PROMISE OF ‘MORE PERFORMANCE, MORE TECH’, BUT DOES IT JUSTIFY THE HYPE? WE PUT IT TO THE TEST
BY SHIVAUM PUNJABI
The BMW M5 has always been a highly coveted car. It serves as a showcase of BMW’s ability to create a vehicle that balances daily commuting with the power to tackle the racetrack on weekends, effortlessly taking on sports cars. Enthusiasts have long sought the M5 to add to their garages, modifying, tuning, racing, and engaging in various speed-focused activities. With the
launch of the new BMW M5 in Dubai, complete with a dramatic helicopter lift for viral social media moments, I’m left wondering if it truly deserves all the hype. To find out, we took the M5 for a spin at the Dubai Autodrome.
BMW’s designs are often polarising, and the new 5 Series, which serves as the base for the
M5, is no exception. It looks vastly different from its predecessor, yet still unmistakably a 5 Series. While the 5 Series may not be considered particularly handsome, the M5 — a more powerful, aggressive version — looks significantly better in my eyes, which is a definite plus.
The front end features a complete redesign, exuding a more aggressive vibe. The muscle-up theme is evident with sharper side skirts and wider rear haunches that give the M5 a businesslike, imposing appearance. The entire body kit enhances its wider, longer, and more muscular stance, a look I appreciate. The signature quad-pipe exhaust setup remains at the rear, adding to its appeal.
While the M5 can’t be described as a traditional beauty, it undeniably has road presence. BMW has launched both the sedan and the M5 Touring in the region, offering the car in two body styles: saloon and estate.
If I had to sum up the M5’s interior, it would be a “Digital tech Fest”. The cabin is laden
The M5 accelerates from 0 to 100 km/h in just 3.4 seconds, a blistering pace. The all-electric range is 67 km. But here’s the interesting part: in real-world driving, the experience can be described as “synthesised”.
with ‘M’ logos to constantly remind you that you’re behind the wheel of a high-performance M car.
The centre screen controls everything in the car through BMW’s iDrive system. It’s quite complex, with numerous folders, menus, and submenus, which can be distracting when you’re on the move. It takes time to get accustomed to the system, which you may or may not master. On the bright side, the system is highly responsive, with excellent graphics, scrolling, and touch functionality. The M5 also features an LED light bar that runs across the width of the cabin and into the doors, with
customisable colours that give the interior a unique, funky flair.
Build quality, fit, and finish are superb, and the M5 offers a luxurious yet sporty feel. The seats provide excellent support during spirited driving. The centre console includes the mandatory M settings button, which lets you adjust the car’s drive modes to suit your personal driving style.
This is the section every auto enthusiast will want to read first. So, let’s dive into the key facts: The new M5 comes with all-wheel drive (AWD) and an 8-speed ZF transmission. Its powertrain includes a twin-turbo V8 engine paired with an electric motor, making it a plug-in hybrid. The V8 engine produces 569 horsepower, while the 18.6 kWh battery adds 191 horsepower, resulting in a combined total of 717 horsepower and 737 lb-ft of torque.
The M5 accelerates from 0 to 100 km/h in just 3.4 seconds, a blistering pace. The all-electric range is 67 km. But here’s the interesting part: in real-world driving, the experience can be described as “synthesised”. While the M5 is undoubtedly quick, it relies heavily on its electronic systems to manage performance. It almost feels like you’re giving up some control to the car, rather than relying purely on your driving abilities. The steering is sharp and accurate but lacks the raw feel you might expect.
The car offers multiple drive settings, allowing you to toggle between full AWD mode or rear-wheel drive (RWD) mode for drifting. However, finding the ideal setup
takes time, as the digital systems can be a bit overwhelming. It’s not as simple as just hopping in and driving; you need to familiarise yourself with the tech to unlock the full experience.
This approach is necessary to maintain performance while managing the car’s hefty 2,400kg weight — far heavier than the average hatchback, which weighs around 1,000kg.
For tech enthusiasts, this level of customisation will be a treat. You can tailor the driving dynamics to suit your preferences, from a relaxed cruiser to a tire-shredding drift machine.
The new BMW M5 follows the mantra of “more is more”: more performance, more weight, more tech, and yes, more cost.
The M5 is priced at approximately Dhs650,000, placing it firmly in the luxury car territory. But is it truly worth it? For now, I may still be shopping around.
Women continue to face barriers in reaching senior leadership roles, and to accelerate progress organisations must foster mentorship, remove biases, provide opportunities, and champion workplace flexibility, says Professor Fiona Robson, Head of Edinburgh Business School and Social Sciences, Heriot-Watt University Dubai
Even in 2025, there is clear evidence that women still encounter barriers in progressing to senior leadership roles. This can be seen in the low percentage of women in senior posts in FTSE companies as well as other similar types of internationally recognised metrics. Data on gender pay gaps also highlights the level of progress that needs to happen.
The ‘solution’ to supporting women in the workplace on their leadership journey is often to provide a mentor. There are many advantages to mentoring, such as sharing knowledge, building confidence and receiving constructive feedback. It can be a worthwhile process for both the mentor and mentee, however, the success is dependent on finding the right mentors and the two parties building a conducive working relationship.
Allies in the workplace can play a more proactive role in identifying openings and providing support as critical friends. They can advocate for their peer with other influential stakeholders, introduce them to their networks and help to develop their agency for career growth.
Women’s careers can be accelerated by providing them with opportunities (and
time) that enable them to shine by demonstrating their skills, creativity, knowledge and expertise. This is often part of a wider talent management programme where colleagues with high potential are identified and supported in an effort to retain them in the organisation. Articulating clear career paths can be advantageous for organisations and future leaders so that they can visualise what they are aiming towards without needing to leave the organisation to move forwards.
Organisations should remove unnecessary barriers, like having ultraspecific criteria that exclude people, for example, an employee must have five years of experience to be eligible for a promotion. Similarly, it is important to critically review all criteria to ensure they are appropriate and commensurate with the role and level of appointment.
There is some interesting research that suggests that women are more likely to use ‘softer’ language within job and promotion applications and may underplay the extent of some of their previous achievements.
Organisations can help to reduce the risk of women de-selecting themselves by considering the following: Reviewing the language used in recruitment adverts, job descriptions
Women’s careers can be accelerated by providing them with opportunities (and time) that enable them to shine by demonstrating their skills, creativity, knowledge and expertise.”
THE ‘SOLUTION’ TO SUPPORTING WOMEN IN THE WORKPLACE ON THEIR LEADERSHIP JOURNEY IS OFTEN TO PROVIDE A MENTOR
and personal specifications
Mandatory unconscious bias training for all involved in the selection of new and/ or internal employees
Allowing opportunities to get formative feedback on applications
Running promotion and advancement workshops Transparency in decision-making (ensuring assumptions are not relied upon)
Ensuring diversity on the interview panel
In the education sector, there is a tendency for women to take on a disproportionate amount of ‘administrative roles’ which are essential to the organisation but can be very time-consuming and less linked to promotion criteria. Organisations should review the spread of these roles and identify ways in which they may be allocated more fairly so as not to inadvertently have a negative career impact.
It is easy to make assumptions as to what might make leadership roles for women more attractive based on a common impression that it is difficult to offer flexibility in the most senior of positions. Evidence suggests that this does not have to be the case and that organisations that offer different types of flexibility can benefit from more engaged and higher-performing staff. Leaders who openly embrace this flexibility should help encourage more women to apply for roles without fear of losing their current flexible working arrangements.
There is no one-size-fits-all approach to accelerating the career of women, and having the opportunity for open dialogue is important as part of the talent management and performance review process. Organisations should commit to providing access to learning and development opportunities and acting upon the subsequent feedback to continuously improve the provision. Finally, as the saying goes, ‘you have to see it to be it’, so celebrating the successes of women is essential.
Rosie Gunn, founder of Endless, shares how the circular fashion platform, offers a unique blend of rental and resale services that empowers consumers to access high-end fashion sustainably
BY NEESHA SALIAN
Tell us about Endless and how it’s transforming the way consumers access luxury fashion in the UAE.
Endless is the UAE’s leading circular fashion platform offering both rental and resale — which is still a relatively new concept for consumers in the Middle East. We have a unique and innovative approach enabling consumers to access high-end fashion by leveraging technology to power the rental for brands (to offer this service themselves) — as well as offering this service to our platform users, who can now monetise their own wardrobe too.
By launching the Endless platform in the region, we have enabled access over
ownership for luxury fashion items — women in the UAE can now view their latest fashion buys as a true investment and for the first time ever they can make more than the price they bought it for by renting out their wardrobe and then selling via resale afterwards as another income stream.
Similarly, women in the region now have access to an endless closet of items to shop on the platform — they can rent items for a short period of time, and for a fraction of the price. Our mission is to make shopping circular just as good as shopping new — where in the past there may have been hesitation towards circular fashion in this region, Endless truly makes the whole
process premium and seamless. Shopping in this way is a fundamental part of the future of fashion — both from a sustainability standpoint, also as a new innovative and flexible way to shop; encouraging mindful and conscious shopping based on how many times you will wear the item instead of mindless consumption.
What was your journey like from working as a fashion buyer in the UK to launching Endless in the UAE?
As a fashion buyer, you witness the impact of the industry first hand — and are ultimately contributing to the manufacture and production side of things. Personally, I wanted to help find a solution rather than contribute to the cause. I was working as a fashion buyer in London, and in 2018 I noticed a gap in the market — plus, I was the customer who needed this solution. Endless was born out of my own wardrobe problems. I was in my 20s at the time and had a real love for fashion; I loved dressing up, wearing new outfits and feeling good in the outfits I wore. However, I could see that the ‘wear-it-once’ culture was having a serious impact on the planet and truly wasn’t a sustainable option
“RENTING FASHION DIDN’T EXIST IN THE WAY IT DOES NOW — THE ONLY AVAILABLE RENTAL OPTION WAS FOR PROM DRESSES AND BALL GOWNS.”
environmentally, but also financially — it didn’t make sense (as a consumer).
Renting fashion didn’t exist in the way it does now - the only available rental option was for prom dresses and ball gowns. I wondered if something could exist for more regular renting, where I could rent brands and designers I loved to wear, every weekend.
So Endless UK was born, the UK’s first rental and resale platform combined — my vision was always to work with brands directly and rent out current season pieces for a fraction of the price. So off to Paris fashion week we went, door knocking to get the first three brands on board, enough to launch the first website. Fast-forward four years, I have launched Endless in the UAE, a place very special to my heart — and a region where the circular fashion market is currently underserved.
So, 18 months ago I launched the business in the region to see if the market was ready here, and it really is — our users, brands and platform have grown so much since we launched, making us the largest rental platform in the region.
How do you see rental fashion shaping the future of sustainable fashion in the UAE?
Fashion rentals will be a large part of the future of fashion here in the UAE — fortunately everyone is now realising the impact of the fashion industry and feeling the pressure to shop in more sustainable ways. Endless offers a hassle-free solution for both consumers and brands. Renting also enables brands and designers a way to reach a new customer base; who may fall in love with the brand and wear them again and again.
It really is about investing in key pieces you will love and wear endlessly, again and again. Or renting items you know you will only wear once or twice. Now, with the option of being able to find a significant number of good pre-loved items, or with the option to rent, means consumers can shift their mindsets to make shopping circular their first choice when shopping fashion, and contribute to a more sustainable future.
How has technology played a role in Endless’s growth, and what innovations are you most excited about on the platform?
Endless is a tech platform — so technology has played a huge role in Endless’ growth. Via the platform we have been able to build a community of like-minded savvy fashion lovers who care about our planet. We have the option to list items to both rent and/ or buy. The items can be rented for four, eight and 15 days — for anything from one night events to one or two week vacations. or even trips abroad. We have integrated various AI and automation into our platform and processes which helps us offer a seamless user journey. It’s also allowed us to grow rapidly, with a lean team, whilst maintaining our focus on our premium customer service experience.
We also have a new AI fashion stylist to help our users find items suited to them with ease - this is the first of its kind in the region and we are excited to be launching this onto the platform this month.
As a female founder in a traditionally male-dominated industry, what unique challenges have you encountered, especially around securing funding?
This industry is extremely male dominated - and I know that securing funding is really challenging whether you’re male or female. However, with females securing only less than 2 per cent of VC funding worldwide - statistically it’s much more difficult for women. I am grateful that founders like Grace Beverley are now spreading awareness about it in the hope for change. I managed to raise over $1.5m in the UK as a first-time founder for Endless UK aged 27, which was such an achievement although
an incredibly tough journey — with a lot of rejection. I was underestimated a lot. Ultimately, this has fuelled my determination to keep going and achieve more. Raising funding as an entrepreneur should be equally accessible to females, however, currently we’re far from that right now. I hope I can accomplish more, and inspire other females to follow this path; there’s a lot of money to be made solving problems that female entrepreneurs truly understand!
How does Endless balance the appeal of luxury fashion with its commitment to sustainability?
Ultimately, this is why I created Endless — nothing out there had the balance of a ‘sustainable’ brand and a luxe experience. There were a lot of ‘thrifty’, or overpriced non-stylish ‘sustainable’ brands, which were less appealing. Leaving the only option to be to shop in less sustainable ways - if the consumer wanted to continue to feel stylish. The market has changed quite a lot in the last six years - however, I thought that the next bounce of the ball would be finding a way for women to shop in a way that’s just like their norm. Making the whole experience just as luxe, and just like shopping new, was important to me when creating Endless. It was obvious to me; I knew what other women like me would want and the only way to make a real shift in the industry would be to find a way that inspires people to naturally shop more sustainably.
Saduzai,
BY NEESHA SALIAN
What led you to identify the need for a more accessible, on-demand car rental model, especially for customers facing the traditional industry’s pain points?
The idea for eZhire was born out of the frustration we experienced with the traditional car rental process. From excessive paperwork and hefty security deposits to inconvenient pick-up locations and a lack of transparency, the conventional model felt outdated and inefficient. It was clear to us that customers deserved a better, simpler way to rent a car. We set
out to revolutionise the rental car industry by creating a service that eliminates these barriers and puts convenience at the forefront. Our vision was to make renting a car as simple and seamless as ordering a pizza. eZhire was built to address the major pain points customers face with traditional car rentals, transforming the experience into something effortless and stress-free.
By removing the need for security deposits, enabling on-demand delivery, and managing the entire process through our app, we’ve redefined what car rentals can
be. Features like 24/7 customer support, flexible rental extensions, and real-time delivery tracking highlight our commitment to transparency and convenience.
With eZhire, we didn’t just want to modernise car rentals; we wanted to empower our customers to rent a car anytime, anywhere, without hassleWe believe in giving customers control, simplicity, and trust, all at the tap of a button.
How did the eZhire team tackle significant early challenges in a competitive industry, including navigating regulatory requirements, gaining customer trust, and optimising operational logistics?
From the start, we focused on understanding the intricacies of the industry and addressing the most pressing challenges. Navigating regulatory requirements was one of the key hurdles. We ensured compliance by working closely with local authorities in every market, allowing us to innovate while adhering to necessary guidelines.
Building customer trust was another challenge. We introduced transparent pricing, eliminated security deposits, and ensured a seamless customer experience. These steps resonated with customers and built loyalty early on.
In terms of operational logistics, we leveraged technology to streamline operations, making the process fast and efficient. Delivering cars directly to customers was a bold step that transformed how rentals were perceived, setting us apart from the competition.
What are some of the factors that set eZhire apart?
We stand out in the car rental market because of our customer-first approach, innovative solutions, and dedication to
Hasan Jan Saduzai, co-founder, eZhire
redefining convenience. eZhire differentiates itself through several key factors.
At eZhire, there’s no paperwork, no hidden fees, and no security deposit required. Traditional companies often demand lengthy documentation, require high upfront security deposits, and include hidden charges, making the process cumbersome.
We also offer on-demand delivery, bringing cars directly to your doorstep, anytime, anywhere. In contrast, traditional companies require customers to visit their locations, often located far from city centres or public transport, adding significant inconvenience.
Our app simplifies the rental experience, enabling customers to book, manage, and extend their rentals with just a few taps. Traditional companies rely on outdated systems or in-person processes, requiring multiple steps to complete a booking or make changes.
Additionally, eZhire provides roundthe-clock support and rental services, ensuring customers are never stranded. Most traditional companies operate during limited business hours, leaving customers without assistance during emergencies or late-night needs.
Other features include flexible rental extensions, fair early returns, live delivery tracking, debit card acceptance, teen driver friendly policies, and a diverse fleet to cater to every preference and need. We also offer affordable full insurance and inclusive services for new drivers, making us accessible and reliable for a broader audience.
Share your insights on scaling operations, managing growing demand, and adapting eZhire’s model to different market dynamics as you expanded across the region.
Scaling eZhire has been a journey of learning and adaptation. As demand increased, we invested in technology and operational improvements to maintain service quality, which allowed us to scale rapidly without compromising the customer experience.
Adapting to different markets has also been crucial. Every market has its own dynamics. For example, in Saudi Arabia, flexibility is crucial, while in the UAE, customers prioritise convenience and high-quality vehicles. We’ve tailored our offerings to meet these diverse needs, ensuring we remain relevant across regions. Through all the growth, we’ve stayed true to our mission of providing a seamless, hassle-free experience. Simplicity has been our guiding principle, and it has been key to winning customer loyalty.
“WE ALSO OFFER ON-DEMAND DELIVERY, BRINGING CARS DIRECTLY TO YOUR DOORSTEP, ANYTIME, ANYWHERE.”
What are your thoughts on upcoming trends in on-demand mobility, and how does eZhire plan to stay ahead in a rapidly evolving sector?
The on-demand mobility space is evolving rapidly, and we are excited about what lies ahead. At eZhire, everything begins and ends with the customer. We constantly evolve to address their needs, focusing on simplicity, convenience, and reliability. This philosophy drives our development of features that make renting a car as seamless as possible.
We also leverage cutting-edge technology to enhance every touchpoint of the rental journey, from effortless booking to real-time support. AI and predictive analytics are key tools for refining our services, optimising fleet availability, and delivering tailored solutions that align with individual preferences.
As the industry continues to transform, our ability to adapt quickly and innovate ensures we remain a leader in on-demand mobility. Our flexible and forward-thinking approach guarantees we’re always ready to meet evolving market demands.
Can you share practical tips and strategies for new businesses, from leveraging technology effectively to prioritising customer experience and overcoming industry-specific challenges?
For any new business, a clear focus on the customer is essential. Based on our experience, here are some key strategies: First, prioritise the customer. Identify pain points and solve them. For us, removing security deposits and offering on-demand delivery made a significant impact.
Second, leverage technology. Technology should be at the heart of your operations. Our app is more than just a tool; it’s the core of how we deliver value to our customers.
EZHIRE PROVIDES ROUND-THECLOCK SUPPORT AND RENTAL SERVICES, ENSURING CUSTOMERS ARE NEVER STRANDED
Third, stay adaptable. Markets and customer expectations evolve. Being flexible and ready to adapt has helped us grow and succeed.
Finally, be transparent. Trust is everything. Clear pricing and open communication have been critical to building strong customer relationships.
Eugen Brikcius, the founder of LeChef, shares insights into the innovative food delivery model he’s created for office spaces in Saudi Arabia
BY NEESHA SALIAN
What inspired you to start this business?
As a serial entrepreneur currently based in Saudi Arabia with over a decade of expe rience in managing technology-based organisations and startups, solving reallife problems for businesses is my passion. After moving to the Middle East around 10 years ago, I noticed that a lot of time was wasted figuring out lunch plans at office premises, which eventually contributed to lower productivity. Moreover, even though the market evolved through the years to accommodate successful food aggregators, the wide offerings still lacked meals that were both healthy and tasty.
My executive and entrepreneurship career spans e-commerce, food and bev erages (F&B), ride-hailing industries, and more. Around five years ago, I noticed a gap in the market and began a healthy food delivery venture with some friends in Saudi Arabia while I was still in a full-time executive role. It is a fact that employees waste valuable time deciding and organising their meals, and we soon discovered that we needed to deliver more unique value to clients.
more. Consequently, this makes the canteen a valuable purchase for companies when considering the return on investment that could be gained from sizable savings and productivity and wellness improvements due to its convenience and healthy meal options.
All the food is thoughtfully crafted by our in-house chefs, encompassing over 200 recipes with weekly menus catering to every palate while including dietary preferences and displaying calorie counts. The meals are also delivered daily to the smart canteens, thereby offering daily variety in choice, eliminating the need for labourintensive restocking by employees and the need to go off-site to find food.
The solution also offers easy scaling to cater to large workplaces, making it suitable for various industries including healthcare, education, banking, consulting, government institutions, and more. Each smart canteen serves 50 employees. The overall canteen integration can also be customised and scaled to a larger multipurpose space, including elements such as a coffee shop, essential kitchen amenities, and comfortable seating to craft a welcoming haven for relaxing breaks that enhance productivity and workspace ambiance.
Having worked in the B2B F&B industry and dabbling with technology solutions in previous roles, I decided to integrate my knowledge of the healthy and tasty food delivery concept with added convenience by stocking it in offices via smart fridges –also known as ‘smart canteens’ to prevent time wastage, boost business productivity, and encourage nutritious consumption. We then made it our mission to improve the food variety and the experience of receiving it. Thus, LeChef’s concept was born.
Talk us through your business model and what makes it unique.
LeChef provides a first-in-the-region office
catering concept through smart canteens stocked with fresh, healthy, and affordable meals that seamlessly integrate into office spaces, offering a hassle-free grab-andgo meal selection experience for employees. Once the smart canteen is set up and stocked, users only register once on the LeChef mobile app. They can then scan the QR code on the canteen, pick their preferred food or beverage, and enjoy their meal immediately without waiting in any checkout line. Payment is then completed automatically by deducting it from the user’s setup payment method. The app essentially acts as the only key to the fridge.
The canteens are offered on a yearly subscription basis and provide greater flexibility than regular pre-prepared store-bought food, since users can either choose to preorder a meal or select a preferred option from the meals already stocked within the canteen. While pre-ordering, users can customise their meals and also include wholesome snacks, refreshing beverages, and
Tell us about the tech driving your business.
The smart canteen is equipped with an RFID (radio frequency identification) system, and each item of food or drink is fitted with an RFID tag. This enables instant detection and billing of selected meal choices, allowing users to grab items and enjoy them immediately. Since payment is completed automatically after removing meals from the canteen, it saves considerable time by removing waiting lines and decreases company costs by minimising staff and maintenance of the setup. Furthermore, meal choices in the canteen are adjusted regularly based on data captured from previous consumption behavior, optimising the food choices available in the smart canteen with each passing day. Overall, it provides a home-like experience without the hassle of stocking the fridge and preparing the food. This model is especially beneficial during the
mostly hot climate in the Middle East, since employees won’t have to leave their office, travel in the sun, and exert much effort to enjoy a healthy meal or snack anymore. Given that off-site lunches in the Middle East can sometimes be time-consuming due to geographical circumstances, LeChef’s smart canteens save time, which would have otherwise been spent in traffic or coordinating meal pickup locations with food aggregators.
Tell us about your growth plans and any recent funding rounds. The business has been supported heavily by me and our early believers. Our growth has mainly come from a bootstrapped
mindset that has leveraged our experience, network, and strong sales acumen to get us running quickly. Thankfully, our experience has also meant we are building a business with an exciting and fast-growing demand. Our growth goal is to meet the incoming demand as quickly as we can and build the operational capabilities to do the same. In the long-term, the plan is to expand operations across the entire GCC.
What are some themilestones you’ve achieved so far?
We are excited to have piloted our solutions at Keeta — the international subsidiary and localised Saudi Arabian arm of Meituan, one of the largest food delivery platforms
ALL THE FOOD IS THOUGHTFULLY CRAFTED BY LECHEF’S IN-HOUSE CHEFS, ENCOMPASSING OVER 200 RECIPES WITH WEEKLY MENUS CATERING TO EVERY PALATE WHILE INCLUDING DIETARY PREFERENCES AND DISPLAYING CALORIE COUNTS
in the world, originally based in China, as well as Waseel – a leading health tech company in Saudi Arabia revolutionising the healthcare sector through innovation and advanced digital solutions, thus bridging gaps in healthcare systems to make them more efficient, accessible, and responsive to the needs of providers, payers, and patients alike.
What advice would you give to aspiring entrepreneurs?
I always want to do things I believe in that have a positive impact on society, and I would advise the same to any entrepreneur. When I co-founded my ride-hailing venture Jeeny (previously Easy Taxi) in Saudi Arabia, there were multiple challenges in the local transportation including less public transport and disorganised taxi operations. Now traveling in Saudi Arabia is almost unimaginable without ride-hailing. I believe LeChef will have a similar sizeable impact on the efficiency of employees as well as their experience and quality of office lunches.
Additionally, if you don’t believe in your venture, it is impossible to convince others to believe in it. Therefore, you have to be passionate about what you do.
Moreover, always stay hands-on and know every aspect of your business – at any stage. This knowledge will help you evaluate evolving success and address the root causes of issues that arise.
emissions-free ride-hailing service in the UAE. We have already achieved 566,000 clean kilometres through our premium Audi e-tron cars, setting a new standard in sustainable transportation. BluSmart utilises cutting-edge technology to minimise carbon emissions and offer distinctive features that set it apart from industry peers. A key differentiator is our patented technology, which ensures a seamless and efficient electric vehicle (EV) ecosystem. This includes user-facing applications for scheduling trips and driver partner-facing applications for optimal selection, ride acceptance, and real-time charging information. This technology-driven approach optimises ride matching and charging and also guarantees a streamlined and efficient experience for both customers and driver partners.
How does BluSmart plan to scale its operations in the UAE and other markets?
BluSmart made its foray into the UAE in June last year, serving as the first 100 per cent electric full-stack premium limousine service, marking a significant milestone in the UAE’s transition towards sustainable transportation solutions. Since our launch, we have rapidly gained traction for our chauffeur-driven luxury service, underscoring our commitment to providing sustainable, efficient, and high-quality transportation solutions. Our premium Audi e-tron EV fleet has completed over
oritise deep market penetration over broad expansion. Currently, we operate in three Indian megacities: Delhi NCR, Bengaluru, and recently launched in Mumbai, with ongoing expansion in these geographies. Similarly, we will focus on expanding our services in and around the UAE too.
In the next few years, we aim to revolutionise urban commuting in megacities across the world and lead initiatives to meet net-zero emission targets.
Can you share insights into the EV fleet market for ride-hailing services?
The Middle East and Africa automotive electric vehicle market size is estimated at $3.83bn in 2025 and is expected to reach $9.53bn by 2030, at a compound annual growth rate (CAGR) of greater than 20 per cent during the forecast period (2025-2030).
This surge is fuelled by a combination of factors. As more people become conscious of the environmental impact of their choices, there is a growing preference for sustainable transportation options. Consumers are increasingly opting for ridehailing services that utilise electric vehicles (EVs) to reduce their carbon footprint. Governments around the world are implementing policies and incentives to promote the adoption of EVs. These incentives include tax breaks, subsidies, and grants for both consumers and businesses, making it more financially viable to switch
cient and reliable vehicles. Advances in battery technology are extending the range of EVs, reducing charging times, and lowering costs. As a result of these factors, the market is witnessing a significant shift towards long-range EVs. These vehicles offer the dual benefits of extended driving range and reduced environmental impact, making them an ideal choice for ride-hailing services.
How does the customer experience differ when using an EV ride-hailing service compared to traditional options?
Electric vehicles offer numerous advantages, including noise-free operation, which provides a more peaceful and less disruptive travel experience. It is a great source of sustainable travel, as the vehicles produce zero emissions, making them environmentally friendly and helping to reduce air pollution and combat climate change. At BluSmart, we enhance these benefits with additional features such as a CO2 tracker that allows passengers to monitor their carbon footprint after each ride, promoting environmental awareness.
We also offer transparent pricing with no hidden fees, chauffeur-driven comfort for a stress-free ride, zero cancellations for reliable service, on-time service, and clean, well-maintained cars. Additionally, we provide the premium comfort of luxury electric vehicles, Audi e-trons.
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.
