Business and Finance

Owning the Future, Fractional Investment and Proptech Are Transforming Dubai Real Estate By Marina Ezzat Alfred For decades, property ownership in Dubai symbolised a significant financial milestone. Acquiring a waterfront apartment overlooking the Marina, securing a luxury villa on Palm Jumeirah, or investing in a commercial asset within one of the city’s thriving business districts was often reserved for affluent investors capable of committing substantial capital. Real estate represented exclusivity, prestige, and long term wealth creation, but access to the market remained beyond the reach of many aspiring investors. Today, a profound transformation is reshaping that reality. As Dubai’s real estate sector continues to record extraordinary growth and transaction volumes surpass hundreds of billions of dirhams annually, technology is dismantling many of the barriers that once defined property ownership. A new generation of residents, entrepreneurs, and international investors is entering the market through digital platforms that are making property investment more accessible, transparent, and efficient than ever before. At the centre of this evolution lies the convergence of fractional ownership and Property Technology, commonly known as PropTech. Together, these innovations are redefining not only how property is purchased and managed, but also who can participate in one of the world’s most dynamic real estate markets. The traditional model of ownership required investors to commit large sums of capital to acquire an entire property. While the rewards could be substantial, the financial threshold often excluded younger professionals, expatriates, and first time investors seeking exposure to Dubai’s thriving property sector. Fractional ownership is changing that equation entirely. Rather than purchasing an entire asset, investors can now acquire a percentage of a property through regulated digital platforms. A luxury apartment, commercial office, or premium villa can be divided into shares, allowing multiple investors to participate in the ownership structure. What once demanded a substantial financial commitment can now be accessed with a fraction of the capital previously required. The appeal of this model extends far beyond affordability. Modern investors increasingly value flexibility, diversification, and liquidity. Rather than concentrating their resources in a single asset, they prefer to spread investments across multiple opportunities and asset classes. Fractional ownership provides access to Dubai’s property market while preserving the financial agility that younger generations often prioritise. In many respects, the shift mirrors the democratisation of financial markets witnessed over the past two decades. Technology transformed stock investing from an activity dominated by institutions into an accessible opportunity for everyday consumers. Real estate is now undergoing a similar evolution. Ownership is becoming less exclusive and significantly more inclusive, opening the door to a broader and more diverse investor base. This transformation is occurring against the backdrop of changing consumer expectations. Today’s investors manage nearly every aspect of their financial lives through digital platforms. They transfer funds, monitor investments, and execute transactions from their smartphones with speed and convenience. Naturally, they expect the same seamless experience when engaging with real estate. This expectation has fuelled the rapid rise of PropTech across the global property sector and nowhere is its impact more visible than in Dubai. PropTech encompasses the application of advanced technologies throughout the entire property lifecycle, from discovery and acquisition to management, leasing, and eventual resale. Processes that once involved extensive paperwork, multiple meetings, and lengthy administrative procedures can increasingly be completed through intuitive digital platforms. The result is a property ecosystem that is faster, more transparent, and considerably more efficient. Buyers are empowered with information, transactions are streamlined, and property management is becoming increasingly automated. Technology is no longer supporting the industry from the sidelines. It is becoming the infrastructure upon which the future of real estate is being built. Among the most significant developments within this landscape is the growing role of artificial intelligence. Historically, property investment relied heavily upon the expertise of brokers, consultants, and market specialists who interpreted trends and assessed opportunities through experience and market knowledge. While professional expertise remains indispensable, artificial intelligence is enhancing decision making with unprecedented analytical power. Modern AI driven valuation systems can analyse enormous volumes of information within moments. Historical transactions, rental performance, demographic trends, infrastructure developments, economic indicators, and neighbourhood growth patterns are processed simultaneously to generate highly sophisticated market insights. Investors can access data driven assessments that provide a clearer understanding of value and risk. This increased transparency is proving particularly valuable in a market as dynamic as Dubai. Rather than relying solely on intuition or limited information, investors are able to make more informed decisions supported by comprehensive analysis. The result is greater confidence, improved efficiency, and a marketplace that rewards knowledge and strategic thinking. Technology is also revolutionising the legal and operational foundations of property transactions. For generations, real estate has been associated with contracts, approvals, signatures, and extensive documentation. Administrative complexity has often been viewed as an unavoidable aspect of the industry. Emerging technologies are challenging that assumption. Blockchain powered smart contracts are introducing a new level of automation and trust into property transactions. These digital agreements automatically execute predefined terms once specific conditions have been satisfied. Rental payments can be processed seamlessly, deposits released automatically, and contractual obligations fulfilled without unnecessary delays or manual intervention. Beyond convenience, smart contracts enhance transparency and accountability. Every transaction is securely recorded on an immutable digital ledger, creating a verifiable record that significantly reduces the potential for disputes and inefficiencies. As Dubai continues to position itself as a global leader in digital innovation, the adoption of blockchain technologies within real estate is expected to accelerate considerably. The implications extend further still. Blockchain technology has the potential to transform the way ownership records and land registries are maintained. Traditional systems, while effective, often involve multiple layers of administration and verification. Decentralised digital ledgers provide a more secure and transparent alternative, ensuring that ownership histories remain accurate, permanent, and resistant to manipulation. For international investors, who represent a significant segment of Dubai’s property market, such innovations offer an additional layer of confidence. Transparent ownership records simplify cross border transactions and reinforce trust in the integrity of

Compliance as a Service, Why Businesses Can No Longer Afford to Treat Compliance as an Afterthought By Marina Ezzat Alfred For years, compliance was viewed as a necessary administrative burden, something businesses dealt with when tax season arrived or when regulators requested documentation. It lived quietly in spreadsheets, accounting software, and filing cabinets, far away from boardroom discussions about growth, innovation, and market expansion. That reality has changed dramatically. As of June 2026, compliance is no longer a back-office function. It has become a strategic business priority that directly influences profitability, investor confidence, customer trust, and long-term sustainability. Two major forces are driving this shift: the now-established 9% Corporate Tax framework and the growing pressure for Environmental, Social, and Governance (ESG) reporting. Together, these developments are reshaping how organizations operate and creating an entirely new category of services known as Compliance-as-a-Service (CaaS). For businesses of all sizes, particularly small and medium-sized enterprises (SMEs), the message is clear: staying compliant is no longer optional, and trying to manage everything internally is becoming increasingly difficult. The New Era of Tax Compliance When the 9% Corporate Tax was first introduced, many business owners viewed it as simply another financial obligation. However, as companies adapted to the new regulatory landscape, they quickly realized that effective tax compliance requires much more than filing annual returns. Accurate bookkeeping, financial reporting, expense tracking, revenue categorization, and tax planning have become ongoing business requirements rather than occasional tasks. For many SMEs, this has created a significant challenge. A growing company may have talented sales teams, strong products, and ambitious expansion plans, but without proper financial systems in place, even successful businesses can find themselves struggling to meet regulatory expectations This is why demand for tax advisory and bookkeeping services has surged across virtually every sector. Business owners are increasingly seeking external experts who can help them establish structured financial processes, maintain accurate records, prepare tax submissions, and identify potential risks before they become costly problems. In many cases, outsourcing these functions is proving more practical and cost-effective than building a full in-house finance department. The role of the modern tax advisor has also evolved. Today’s advisors are not merely compliance specialists; they are strategic partners. They help organizations understand how financial decisions affect tax obligations, identify opportunities for efficiency, and build systems that support sustainable growth. As regulations continue to evolve, businesses are recognizing that professional tax support is no longer a luxury, it is a competitive necessity. Why ESG Has Moved from Trend to Requirement? While tax compliance dominates financial conversations, another powerful transformation is occurring in parallel. Sustainability. Just a few years ago, ESG reporting was often associated with large multinational corporations eager to showcase their environmental commitments. Today, the landscape looks very different. Investors, customers, regulators, suppliers, and even employees increasingly expect businesses to demonstrate accountability regarding environmental impact, social responsibility, and governance practices. The result is a growing demand for structured ESG reporting. Organizations are now being asked questions that would have seemed unusual a decade ago:How much energy does your company consume? What measures are in place to reduce carbon emissions? How diverse is your workforce? What governance policies ensure ethical decision-making? How do you manage environmental risks within your operations? Answering these questions requires data, systems, expertise, and ongoing monitoring. Many businesses simply don’t have the internal resources necessary to manage this process effectively. This gap has created a rapidly expanding market for ESG consultants, sustainability advisors, and compliance specialists who can help organizations build reporting frameworks, collect relevant data, and communicate their progress to stakeholders. For companies seeking investment, securing partnerships, or entering new markets, ESG performance is increasingly becoming a deciding factor. In other words, sustainability is no longer a branding exercise—it is a business requirement. Sustainable Living Is Now a Business Strategy One of the most fascinating developments of 2026 is the way sustainability has expanded beyond corporate reports and entered everyday business operations. The concept of “sustainable living” was once primarily associated with environmentally conscious consumers making personal lifestyle choices. Today, it has become a practical business objective. Companies are actively looking for ways to reduce waste, improve energy efficiency, lower operating costs, and decrease their environmental footprint. What makes this shift particularly interesting is that sustainability initiatives often generate measurable financial benefits. Reducing electricity consumption lowers utility expenses. Minimizing waste reduces operational costs. Improving energy efficiency can increase profitability while simultaneously supporting ESG goals. As a result, green consulting services have become one of the fastest-growing segments within the compliance and advisory sector. Businesses are increasingly hiring specialists to evaluate offices, warehouses, retail locations, and commercial facilities to identify opportunities for environmental improvement. The conversation is no longer centered solely around environmental responsibility. It is now about operational efficiency, financial performance, and regulatory readiness. The Growing Opportunity in Green Consulting The rise of sustainability-focused regulations and ESG expectations has created significant commercial opportunities for entrepreneurs and service providers. Among the most promising areas is solar consultation. Organizations are exploring renewable energy solutions not only to meet sustainability targets but also to reduce long-term energy expenses. Solar consultants help businesses evaluate site suitability, calculate return on investment, navigate incentives, and oversee implementation projects. For many companies, solar energy has become one of the most practical pathways toward achieving both environmental and financial goals. Another rapidly growing sector is energy auditing.Commercial buildings often consume more energy than owners realize. Through detailed assessments, energy auditors identify inefficiencies, recommend improvements, and help organizations reduce both costs and emissions. Energy audits frequently serve as the first step in broader sustainability initiatives, making them a valuable service for organizations beginning their ESG journey. Electric Vehicles and the Infrastructure Boom The transition toward electric transportation is creating another significant route to revenue. As electric vehicle adoption accelerates, demand for charging infrastructure continues to rise. Businesses, residential developments, shopping centers, office complexes, and public institutions are all seeking reliable EV charging solutions. This demand has opened the door for startups specializing in charging station

Weartique Ventures, Elevates Affordable Luxury Through Stories That Travel Beyond the Shelf By Peter Davis Amid the relentless pace of the Gulf’s retail evolution, where digital innovation, consumer sophistication, and global brands compete for attention every day, genuine differentiation has become increasingly rare. Success is no longer determined simply by securing premium shelf space or introducing another international label into the market. It belongs to businesses capable of creating lasting emotional connections between brands and consumers. This is precisely where Weartique Ventures has quietly established its position, building a business that treats every international brand not merely as a commercial opportunity but as a carefully nurtured story waiting to find its audience across the GCC. Founded by industry veterans Salman Saeed and Arun Menon, Weartique Ventures has emerged as one of the region’s most progressive multi brand distribution companies, specialising in watches, jewellery, and fashion accessories. Drawing upon decades of combined experience across retail, wholesale, and ecommerce, the company has chosen a path that differs significantly from conventional distributors. Rather than simply importing products, Weartique builds complete brand ecosystems through strategic retail partnerships, omnichannel commerce, digital storytelling, and carefully managed customer experiences. For Salman Saeed, the inspiration behind launching the company came after years of observing talented international brands struggle to gain meaningful visibility throughout the GCC. Too often, exceptional products arrived in the market without the narrative necessary to create lasting consumer relationships. Traditional distribution frequently focused on logistics while neglecting storytelling, leaving ecommerce as little more than an extension of physical retail rather than a destination in its own right. That observation shaped the company’s philosophy from the beginning. Weartique Ventures was never intended to become another distributor operating behind the scenes. Instead, it was designed to become the trusted regional partner that helps international brands establish themselves properly, preserving their identity while adapting their communication to local audiences. The launch of The Weartique, the company’s own ecommerce platform, reflected that ambition by demonstrating what a genuinely digital first retail experience could achieve. “The UAE gives every international brand a remarkable stage. Our role is to make sure they step onto it with confidence, authenticity, and a story that truly connects.” Salman Saeed Arun Menon believes the UAE offered the ideal environment to build such a business. Rather than viewing the Emirates simply as another retail market, he describes it as one of the world’s most effective testing grounds for international brands. Consumers here are exceptionally informed, researching products before making purchases and moving seamlessly between online and offline shopping. They expect consistency across every interaction, whether browsing a mobile phone or visiting a boutique. Those demanding expectations ultimately shaped Weartique’s growth strategy. Instead of following traditional wholesale models, the company built its operations around agility, allowing brands to establish meaningful digital visibility long before investing heavily in physical retail expansion. That flexibility has enabled Weartique to respond quickly to changing consumer behaviour while maintaining authentic brand positioning. Unlike businesses focused exclusively on either luxury or mass market retail, Weartique has deliberately positioned itself within the accessible luxury category. Its carefully curated portfolio includes internationally recognised names such as Rotary, Liu Jo Watches and Jewellery, Rosefield, Rebel and Rose, Disney Watches, Tikkers, and Gresham, each selected not simply for commercial performance but for possessing a distinctive identity capable of resonating with different segments of the GCC’s remarkably diverse population. “We have never wanted to be just another distributor. We want to be the trusted partner that helps great brands build lasting relationships with consumers across the GCC.” Arun Menon For Salman, successful brand building begins with curation rather than adaptation. Every brand already possesses its own heritage, personality, and values. The responsibility of Weartique is not to alter those characteristics but to introduce them thoughtfully to regional consumers through carefully considered merchandising, marketing, and retail execution. Arun shares that philosophy, explaining that localisation should never come at the expense of authenticity. Instead, the company adjusts language, presentation, digital strategy, and customer engagement while protecting the character that made each brand successful in the first place. In a region as culturally diverse as the GCC, understanding audience segmentation becomes essential, allowing each brand to speak naturally to its intended customer without compromising its identity. This commitment to authenticity extends well beyond product selection. Both founders recognise that modern consumers increasingly purchase stories rather than objects. Buyers today want to understand a brand’s origins, values, craftsmanship, and purpose before making a purchasing decision. Products become meaningful when consumers develop an emotional connection with the people and heritage behind them. That belief has transformed the role of digital commerce within the business. Rather than creating an online catalogue, The Weartique was designed as a carefully merchandised digital boutique where discovery mirrors the experience of walking through a beautifully curated physical store. Virtual merchandising, visual storytelling, and customer engagement all work together to create experiences that encourage exploration rather than simple transactions. Technology has therefore become less about automation and more about enhancing relationships. Being a focused organisation allows Weartique to adapt rapidly, refining customer journeys, presentation, and marketing based on real time consumer behaviour. For emerging international brands entering the GCC, this agility offers an efficient pathway to establishing a meaningful omnichannel presence without the lengthy timelines associated with conventional retail expansion. Although headquartered in the UAE, Weartique’s ambitions already extend across Bahrain, Kuwait, Qatar, Oman, and Saudi Arabia through an expanding distribution network supported by more than forty retail touchpoints and multiple digital platforms. The UAE remains the company’s operational foundation, serving as the launchpad from which brands can confidently expand throughout the wider region. Both founders acknowledge that regional expansion requires patience as much as ambition. Building successful retail relationships demands consistency, transparency, and long term commitment rather than pursuing immediate commercial gains. This philosophy has enabled Weartique to earn trust among retailers, ecommerce platforms, and international partners alike, creating sustainable growth built upon collaboration rather than rapid expansion. Saudi Arabia represents the company’s most significant immediate opportunity,

Raja Zahoor, The Discipline Behind the Market Consistency Redefined a Trader’s Philosophy By Hafsa Qadeer In an industry defined by speed, speculation, and constant noise, the most difficult skill is not predicting the market. It is surviving it. For Raja Zahoor, trading did not begin as a refined discipline or a carefully structured system. It began the way it does for most people entering the financial markets, with curiosity, ambition, and an assumption that complexity leads to control. The early years were not defined by clarity, but by accumulation. More strategies, more indicators, more information, and an increasing belief that mastery was a matter of gathering enough tools to decode uncertainty. What followed, however, was not progress in the traditional sense. It was confusion. Looking back at that period, he describes a phase where learning became indistinguishable from overloading. Every new strategy felt like a potential breakthrough. Every indicator appeared to offer an edge. But instead of building consistency, the approach created fragmentation. Each method carried its own logic, its own timing, and its own interpretation of market behavior. When combined without structure, they did not complement each other. They competed. That realization became the first major turning point in his journey. It was not a moment of success, but a moment of failure that clarified the foundation of everything that followed. The understanding was simple but powerful. Consistency does not come from diversity of strategy. It comes from discipline within one. The shift did not happen instantly. It emerged gradually through observation, repetition, and the slow recognition that unpredictability was not being caused by the market, but by his own approach to it. Once he committed to narrowing his focus, the noise began to reduce. The goal was no longer to find more strategies, but to refine fewer decisions. This evolution in thinking is what he now considers the real beginning of his development as a trader. Yet technical understanding was only one side of the equation. The more difficult challenge lay in separating reality from illusion within the trading industry itself. Like many others, he entered a space where success stories are often amplified, while failure remains hidden. Social platforms are filled with screenshots of profits, lifestyle displays, and simplified narratives that suggest trading success is linear and predictable. The reality, he discovered, was very different. The early stage of his journey involved navigating an overwhelming amount of information, much of it contradictory. Some of it was useful, but a significant portion was designed more to attract attention than to provide understanding. Over time, he developed a filter, not based on who was speaking, but on what could be verified through experience. This shift marked an important psychological transition. Instead of relying on external validation or popular methodologies, he began to trust direct exposure to market behavior. He learned that maturity in trading is not about knowing more than others, but about understanding what not to follow. One of the most important lessons came from recognizing that not every successful approach is transferable. A strategy that works for one trader may fail completely for another, not because the strategy is flawed, but because execution, psychology, and risk tolerance vary widely between individuals. This insight helped him detach from the illusion of universal methods. As his understanding deepened, he also began to notice a structural gap in the trading education space. Much of the content available to beginners focused heavily on aspiration. It highlighted potential gains, simplified entry points, and presented trading as an accessible path to financial freedom. What was rarely emphasized was the cost of participation, particularly in terms of losses, emotional pressure, and long periods of inconsistency. This gap became the foundation for his broader business thinking. Rather than continuing as a private trader focused solely on personal performance, he began building systems aimed at addressing what he saw as missing in the industry. The focus shifted toward transparency and risk awareness. The objective was not to promise better outcomes, but to create better understanding. This philosophy later took shape through platforms and ecosystems designed to support traders in managing risk more effectively. Instead of positioning success as the primary outcome, the emphasis was placed on survival. The reasoning behind this approach is rooted in a simple observation. In trading, most people do not fail because they lack access to opportunities. They fail because they cannot control exposure. Over time, this led to a core principle that now defines much of his thinking. The goal of trading is not to win every time. It is to ensure that losses never become destructive. This perspective also reshaped how he views trader behavior at large. One of the most consistent patterns he observed is that traders who initially experience success often become vulnerable to overconfidence. A few winning trades can create the illusion of mastery, which then leads to increased risk and higher frequency of trades. This shift usually marks the beginning of instability. According to him, the traders who manage to survive long term are not necessarily the most talented in prediction. They are the most disciplined in execution. They limit themselves to fewer trades, often focusing only on high quality setups, and maintain strict risk boundaries on every position. In practical terms, this means keeping risk small and controlled, typically within a narrow percentage range per trade. The objective is not to maximize opportunity in every market movement, but to remain positioned for long term participation. This philosophy directly contradicts the emotional instinct many traders experience, which is the desire to stay constantly active. The market’s continuous movement creates a psychological pressure to participate, even when conditions are not favorable. Learning to resist that pressure becomes one of the defining skills of longevity. Risk management, as he frames it, is not simply a technical guideline. It is an emotional discipline. Every decision in trading carries psychological weight because it involves money, uncertainty, and consequence. This makes consistency difficult to maintain unless emotional exposure is carefully

Redefining Excellence in a Legacy-Driven Market By Janhavi Gusani Breaking into a legacy-driven automotive market is not simply expansion — it is a test of conviction. In a landscape defined by trust and expectation, credibility must be earned, not assumed. For Zaher Sabbagh, Director of Chery UAE, that challenge is not theoretical; it defines his mandate. Breaking into this landscape is less about market entry and more about establishing credibility in one of the region’s most demanding automotive arenas — where trust is earned, not assumed. “It demands a particular kind of resolve,” he says. “You are not simply selling vehicles — you are building trust from the ground up.” That distinction has shaped his leadership approach. In a market where perception can shift quickly, Sabbagh places emphasis not on visibility, but on consistency — delivering a product and ownership experience that meets, and increasingly exceeds, expectations. Each milestone for Chery UAE, he notes, reinforces a simple but critical principle: conviction must be matched by delivery. Having spent over three decades in the UAE, including nearly 29 years within AWR Automotive, Sabbagh’s perspective is closely tied to the evolution of Dubai itself – a city that continues to redefine ambition. “Dubai does something remarkable to the people who choose to build their lives and pursue their dreams here: it removes limitations and constantly pushes the boundaries of what’s possible,” he says. That environment, shaped by diversity, speed, and an uncompromising standard of excellence, has influenced both his leadership style and the strategic direction of Chery UAE. Within this landscape, the UAE automotive sector remains one of the most competitive globally, driven by a strong association with performance, luxury, and technological advancement. Consumers here are not only aware of global trends, they expect them.  For Chery, this presents both a challenge and an opportunity. Its positioning is deliberately clear: to deliver advanced automotive technology without the traditional premium cost barrier. Rather than asking customers to choose between value and quality, the brand aims to offer both simultaneously — a proposition that reflects both its global engineering capabilities and its regional ambitions. With a presence in more than 80 countries, supported by an extensive R&D network and a longstanding track record as a leading Chinese automotive exporter, Chery enters the UAE with established credentials. Its partnership with AWR Automotive further anchors the brand within a trusted local ecosystem. Yet, beyond these foundations, the focus remains on execution — ensuring that every customer interaction, from showroom experience to after-sales service, reflects the same level of consistency that defines the brand’s promise. In a market as technologically attuned as the UAE, expectations extend far beyond basic functionality. Today’s driver demands connectivity, intelligence, and seamless integration as standard. Chery’s response is anchored in its Super Hybrid platform, designed to bring advanced hybrid systems into a more accessible segment of the market. However, as Sabbagh emphasises, product alone does not define success. The ownership experience – from retail presence across key emirates to after-sales infrastructure plays an equally critical role in shaping long-term perception and trust. The broader rise of Chinese automotive brands has reshaped the global industry, driven by sustained investment in research, advanced manufacturing, and a decisive shift toward new energy technologies. What was once underestimated has now become a defining force within the sector. Within this evolving landscape, Chery distinguishes itself through a longstanding commitment to independent innovation, with a focus on engineering advancement and sustainable mobility. Sustainability, particularly within the context of the UAE’s long-term vision for clean energy and reduced emissions, is no longer peripheral, it is central to the future of mobility. Chery’s hybrid technology reflects this shift through an integrated system designed to optimise both efficiency and performance, combining high thermal efficiency, low fuel consumption, and adaptive operating modes that respond to real-time driving conditions. Tested across diverse climates, including extreme heat conditions comparable to the UAE, the platform is engineered not just for innovation, but for practical, real-world application. This approach comes into sharper focus with the introduction of the TIGGO 8 CSH, a model that reflects both the brand’s technological direction and its understanding of the local market. Designed for a driver who expects performance, intelligence, and refinement in equal measure, the vehicle delivers up to 1,200 km of combined range, making it particularly suited to the UAE’s long-distance driving culture. Performance remains equally considered, with responsive acceleration balanced by an efficient, quiet drive in everyday conditions. Inside, the TIGGO 8 CSH presents a well-appointed cabin that aligns with the expectations of a premium segment. A 15.6-inch HD central display anchors the digital experience, complemented by an eight-speaker audio system, multi-colour ambient lighting, and seamless connectivity through both wired and wireless Apple CarPlay and Android Auto. Comfort is equally prioritised, with features such as a panoramic sunroof, dual-zone automatic climate control with N95 filtration, and a driver’s seat equipped with memory, heating, ventilation, and electric adjustment. For families – a key segment in the UAE — the seven-seat configuration, combined with a 540° HD panoramic camera and a comprehensive suite of advanced driver assistance systems, reinforces both practicality and safety. More significantly, the TIGGO 8 CSH underscores a broader shift in the market. Access to advanced automotive technology is no longer confined to premium price points. As consumers increasingly evaluate brands based on performance and offering rather than legacy alone, value is being redefined  and in that context, Chery’s proposition becomes increasingly relevant. For Sabbagh, this marks the beginning of a longer journey. The brand’s ambitions in the UAE extend beyond individual product launches, rooted instead in a long-term strategy focused on innovation, customer experience, and sustained growth. In a market that continues to evolve at pace, that clarity of direction – combined with the discipline to execute it  may ultimately define its place within the region’s automotive landscape. From the UAE to a growing list of global markets, Chery’s rise reflects a broader shift in how automotive value is defined  less by legacy, and more by performance, innovation,

Mohamad Masri, The New Logic of Money in the UAE’s Digital Economy By Michelle Clark Across the UAE, the way people handle money is quietly shifting, changing daily life in ways most may not even notice. Payments, transfers, and financial flows are gradually becoming seamless, almost invisible, slipping into the background of daily life. This is the promise of “invisible finance,” and few are more attuned to its emergence than Mohamad Masri, CEO of Pyypl, a fintech company bridging traditional banking systems and digital assets. But Masri is not just a corporate leader; he is a product of the UAE itself, a region where rapid change, cultural diversity, and technological ambition collide, shaping a perspective that sees finance as more than transactions; it is infrastructure, connectivity, and trust. For Masri, living in the UAE has been formative. “Living here forces you to think ahead by default,” he reflects. “It’s one of the few places where regulation, infrastructure, and ambition move in sync. Being surrounded by so many nationalities and use cases also removes any ‘one-size-fits-all’ thinking.” The UAE is not just a market but a crucible of experimentation, where policies, culture, and technology interact at an accelerated pace. In such an environment, financial innovation cannot merely respond to demand, it must anticipate it, integrating multiple layers of complexity without overwhelming the end user. The notion of “invisible finance” encapsulates this philosophy. It is not about erasing money from view; it is about removing the frictions that make financial life cumbersome. Masri explains: “When sending money, paying, or managing funds becomes natural and instant, users stop thinking about the system behind it.” In practice, Pyypl is exploring this through digital asset-backed cards and stablecoin integration, enabling users to fund and spend across fiat and digital systems without the cognitive load of conversions, intermediaries, or technical complexities. This is not a theoretical exercise. Despite its reputation as a digitally advanced economy, the UAE still harbors gaps in usability and trust. Access to accounts or financial products is widespread on paper, yet many individuals remain hesitant to engage fully with financial services. Businesses, particularly small and medium enterprises (SMEs), confront inefficiencies in cross-border payments, liquidity management, and settlement timelines. Masri sees the potential of digital assets, particularly stablecoins, as practical tools to address these inefficiencies. “Faster settlement, improved transparency, and more efficient capital flows can unlock real value, particularly for SMEs operating across borders,” he notes. Masri’s approach is deeply human-centered. Unlike the stereotypical fintech narrative that emphasizes disruption or technology-first thinking, he begins with the user’s perspective. “If someone doesn’t trust traditional banking, it’s usually because of past experiences or lack of clarity. The same applies to businesses. They want reliability, transparency, and control over their funds and flows.” By embedding modern financial rails in familiar structures, cards, apps, and platforms, Pyypl aims to offer the dual benefit of innovation and reassurance. The importance of trust cannot be overstated in the UAE context, where regulatory frameworks are often cited globally as benchmarks for clarity and innovation. “The UAE regulatory ecosystem is one of the strongest enablers of innovation, not a blocker,” Masri observes. “It sets clear boundaries, but within those boundaries, you can build confidently.” For a fintech company straddling the worlds of fiat and digital assets, such clarity is critical. Regulatory compliance is no longer a constraint but a platform upon which to build responsibly, ensuring that stablecoin-backed cards and other alternative settlement systems operate securely and predictably. Masri’s career trajectory reflects this blend of pragmatism and foresight. Leadership in fintech, he suggests, is less about seizing attention and more about cultivating endurance. “Hype is easy, but sustainability is built in silence. Consumer apps can scale fast, but real longevity comes from building systems that others rely on. When you power financial flows behind the scenes, across multiple partners and markets, you create something much more durable.” The lesson is clear: in an era where fintech startups rise and fall on viral adoption metrics, the lasting innovators are those who build invisible, indispensable infrastructure. Such infrastructure is critical in bridging cultural and behavioral differences across markets. Financial behavior is not universal. Speed, trust, and relational dynamics vary widely between countries, and new financial instruments must respect these norms. Masri notes, “In some markets, speed is everything. In others, trust and relationships matter more. When you introduce new concepts like digital assets or alternative rails, cultural context becomes even more important. Adoption depends not just on technology, but on how comfortable people and businesses feel using it.” Understanding these subtleties has become a cornerstone of Pyypl’s cross-border strategy, demonstrating that fintech innovation is as much social engineering as it is technical. The rise of invisible finance also prompts reflection on how people engage with money. Contrary to the fear that automation diminishes control, Masri believes users are gaining a different kind of agency. “They don’t want to manage money actively all the time; they want systems that work for them. As finance becomes embedded, users benefit from faster and more efficient systems without needing to understand the complexity behind them. They simply experience speed, accessibility, and control.” This subtle redistribution of agency represents a fundamental shift in financial literacy: mastery no longer requires micromanagement; it now hinges on trust and comprehension of broader systemic reliability. Masri’s vision is grounded not only in technical innovation but also in the formative challenges he has faced. Navigating regulatory uncertainty, restructuring operations, and adapting to shifting market conditions demanded more than strategic agility, they necessitated a deep understanding of what financial systems are meant to accomplish. “Those moments pushed us to rethink our role, not just as a product, but as a bridge between different financial ecosystems, traditional and digital, consumer and enterprise,” he recalls. It is precisely this reflective lens that distinguishes him from many peers: leadership is not merely operational; it is interpretive, translating complex global trends into actionable, human-centered solutions. The UAE, Masri emphasizes, has been instrumental in shaping this worldview. Its