Business and Finance

Dr Rhona Eskander, The Guardian of the Natural Smile By Shazia Sheikh Chelsea is no stranger to polished smiles and bold transformations, yet Dr. Rhona Eskander has built her reputation by moving in the opposite direction. Her work is defined not by what draws attention, but by what disappears. In her world, success is measured by subtlety. If no one can tell dentistry has been done, she considers the job complete. Walking into her practice feels like stepping away from the familiar language of cosmetic perfection. The bright white uniformity that dominates much of modern aesthetic dentistry gives way to something quieter and more thoughtful. Eskander approaches her craft as a meeting point of biology, psychology, and art. Often credited with shaping what has become known as the Chelsea Look, she has spent years challenging the exaggerated smiles that once defined the industry. Restraint, honesty, and respect for individuality guide every decision she makes, even when that means refusing treatment altogether. What many people misunderstand about her philosophy is that it was never designed as a trend.  The Chelsea Look was not created for attention or social media appeal. It emerged naturally from years of watching how faces move, age, and rest. Eskander believes a smile should never overpower a face. The moment it becomes the first thing people notice, balance has been lost. She looks instead for harmony, allowing a smile to sit comfortably within the features rather than announcing itself. Her work celebrates what most cosmetic approaches try to erase. Slight asymmetries, natural texture, and unique tooth shapes are not flaws to be corrected but signatures to be preserved. By keeping as much natural tooth structure as possible and designing smiles that move fluidly during speech and laughter, she creates results that feel believable. Friends do not ask who treated the smile. They simply say the person looks well. For Eskander, coherence matters far more than perfection. This way of working did not appear overnight. Even during her university years, she showed an unusual level of discipline and focus. Winning Best Case Presentation while still a student marked an early milestone, though she did not fully grasp its significance at the time. Looking back, she sees it as proof that careful planning, documentation, and deep curiosity matter more than flash. Excellence, she learned early on, is built quietly. That mindset continues to define her career. While many practitioners chase speed and visibility, Eskander remains committed to precision and patience. Every case is questioned, every decision examined. She believes ambition in healthcare does not need to shout. When work is done thoughtfully and consistently, recognition follows on its own. Beyond technique lies the more delicate reality of fear. As a Dental Phobia Certified practitioner, Eskander understands that the dental chair can be one of the most vulnerable places a person occupies. For many patients, anxiety has little to do with pain and everything to do with control and past experiences of not being heard.  Her process begins long before any treatment. Conversations come first. Time slows down. Urgency disappears. Trust becomes the foundation. Patients are reminded that they remain in control at all times, that they can pause whenever they need to. Once fear softens, treatment becomes possible. Eskander sees this emotional safety as essential, not optional. Without it, no aesthetic result can truly succeed. Orthodontics plays a central role in her philosophy. Rather than viewing alignment as a stepping stone toward cosmetic procedures, she treats it as the core of long term facial harmony. As one of the UK’s leading Diamond Invisalign providers, she focuses on how teeth function over decades. A straight smile means little if it compromises jaw movement, gum health, or natural wear patterns. By prioritizing alignment, she often reduces the need for invasive cosmetic work. Moving natural teeth into their ideal positions allows aesthetics to emerge without force. Her interest lies in sustainability, not instant gratification. A smile should serve someone for life, not just for a photograph. Despite a strong digital presence, Eskander remains cautious about the influence of social media on healthcare. Visibility may bring opportunity, but it can also distort priorities. She draws a firm line between clinical decisions and online perception. Treatment plans are never shaped by how results might look on a screen. Integrity, for her, means ensuring that real world standards never bend to digital pressure. Perhaps the clearest expression of her values is her willingness to say no. Patients often arrive with images of celebrities and expectations that do not suit their own biology. When a request threatens oral health, function, or emotional wellbeing, Eskander refuses to proceed. She sees her role not as a service provider fulfilling demands, but as a clinician protecting patients from choices they may later regret. This honesty builds trust. People recognize when advice is grounded in care rather than profit. Over time, that trust becomes the strongest foundation of her practice. Despite accolades and recognition, Eskander remains deeply focused on diagnosis. She believes the ability to truly see a case before treating it is the most important skill a dentist can develop. Understanding occlusion, wear, gum health, and patient motivation must come before any intervention. Knowing when not to treat is as important as knowing how. When reflecting on success, she does not point to awards or high profile names. She speaks instead about patients who return year after year, families she has treated across generations, and the quiet confidence of someone who can smile without thinking about it. That sense of safety and consistency is what matters most to her. Her approach to beauty is rooted in longevity. She encourages patients to think beyond immediate results and consider how their smile will age alongside them. Subtlety, she believes, lasts. Extremes do not. A smile should belong to the face it lives on, evolving naturally over time. For young women entering dentistry, her advice is simple and firm. Protect your standards. Resist the urge to rush or perform for visibility.

Prof. Saeed Al Dhaheri Shaping A Humane Future For Artificial Intelligence By Michelle Clark For Prof. Saeed Al Dhaheri, the future of artificial intelligence is not a contest between humans and machines, but a partnership built on shared purpose. Over the next decade, he envisions a decisive shift away from simple task automation toward the augmentation of human judgment. In this model, intelligent systems handle heavy cognitive lifting while humans remain responsible for context, values, and wisdom. Collaboration, he believes, will outweigh competition only if three conditions are met, clear human accountability, where machines advise but people decide, ethical and inclusive design aligned with human rights and cultural values, and continuous reskilling so societies evolve alongside technology rather than being displaced by it. When governance and skills are aligned, AI becomes an invisible infrastructure that amplifies human potential, a future the UAE is actively designing rather than passively awaiting. As generative AI reshapes art, media, and storytelling, Prof. Al Dhaheri sees creativity not as a disappearing human trait, but as one that is expanding into a hybrid era. Creativity, he explains, has always been rooted in lived experience, emotion, and meaning. Today’s AI systems are impressive, but they remain derivative, generating outputs based on existing data rather than original lived understanding. While he acknowledges that artificial general intelligence may one day enable machines to create autonomously, he believes that moment is still years away.  Until then, the most powerful creative force will remain human intention, emotion, and the ability to assign purpose and narrative to what is created. In this emerging hybrid model, humans define meaning while machines expand the boundaries of what is possible. Ethical concerns around AI, in his view, stem less from malicious intent and more from the speed of technological evolution outpacing governance. Two areas stand out as particularly urgent. Autonomous systems that learn, adapt, and act with limited human oversight pose profound risks, especially in military contexts where life and death decisions may be delegated to machines. Current regulations were designed for static software, not systems that continuously evolve in unpredictable environments. Equally concerning is the growing autonomy of AI in critical domains such as healthcare, justice, finance, and security. Here, opacity, hidden bias, and unclear accountability present serious challenges, especially when algorithmic decisions can alter life outcomes. Existing legal frameworks still struggle with explainability, traceability, and liability in such high-stakes scenarios. Preparing for a future where humans and intelligent systems coexist requires transformation at both individual and national levels. Prof. Al Dhaheri argues that individuals must move from task-based work to judgment-based roles, embracing continuous learning and developing AI fluency rather than narrow technical skills. Understanding how AI works, where it fails, and how to collaborate with it effectively will be essential across professions. At the national level, governments must invest deeply in human capital, embedding ethical governance into every AI initiative while simultaneously cultivating future industries such as robotics, quantum computing, and biotechnology. The UAE, he notes, offers a strong example of this proactive approach, building policy, talent, and infrastructure in parallel. Integrating Emirati and regional values into the global AI conversation is, for Prof. Al Dhaheri, a matter of balancing universal ethics with local expression. Principles such as human dignity, justice, and accountability are universal, but their application must reflect cultural context. He highlights recent national initiatives designed to ensure AI systems understand and reflect Emirati culture, values, and dialects, rather than diluting them. Equally important is investing in linguistic and cultural sovereignty through local data and models. Without this, AI trained solely on foreign datasets will inevitably mirror foreign values. Progress made in Arabic language models provides a foundation for future systems that respect and understand regional norms. Beyond automation, Prof. Al Dhaheri sees AI as a powerful tool for addressing pressing societal challenges. From climate modeling and energy optimization to early mental health detection and personalized education, AI has the potential to enhance societal well-being. However, this potential can only be realized through strong governance, transparency, bias mitigation, and constant human oversight. Without these safeguards, solutions risk creating new inequalities rather than resolving existing ones. As a futurist and foresight expert, Prof. Al Dhaheri does not attempt to predict a single future. Instead, he maps multiple plausible futures by scanning weak signals across social, technological, economic, environmental, and political domains. Using foresight tools such as scenario planning, futures wheels, and backcasting, he treats forecasts as evolving hypotheses rather than fixed truths. Humility, curiosity, and ethical responsibility guide his work, ensuring insights translate into resilience regardless of which future unfolds. On regulation, he rejects the idea that ethical oversight stifles innovation. Instead, he advocates for smart regulation that sets clear boundaries without micromanaging technology. Regulatory sandboxes, human oversight, and accountability mechanisms allow experimentation while maintaining trust. Drawing parallels with finance and aviation, he argues that strong standards did not hinder innovation in those sectors, but rather enabled safer and more trusted progress. AI, he believes, must follow a similar path. Despite rapid advances, Prof. Al Dhaheri remains firm that conscience and responsibility are uniquely human traits. AI systems do not possess moral awareness, their outputs are statistical results shaped by data and objectives, not ethical judgment. Society must therefore treat AI as a powerful instrument, ensuring responsibility remains with the humans who design, deploy, and govern it. Explainability, auditability, appeal mechanisms, and clear liability are essential, especially in high-stakes applications. Looking ahead, Prof. Saeed Al Dhaheri hopes his legacy will be one of responsible foresight and humane innovation. He aspires to have contributed to a world where intelligence, both human and artificial, advances with wisdom, dignity, and purpose. If future generations inherit technologies that empower them, protect their identities, and expand their horizons, he believes that will be the true measure of success. For him, the future is not something humanity enters passively, but something shaped deliberately through responsible choices made today.

Ms. Loubna Menchal Purpose-Driven Leadership, Trust & Human-Centered Technology By Hafsa Qadeer Across a 22-year career spanning technology, commercial strategy, and leadership across continents, Ms. Loubna Imenchal has been guided by one unwavering principle, lead with purpose and empower with trust. From building new business lines to leading large multicultural teams, she believes that performance is a natural outcome when people understand why they do what they do and feel trusted to own their impact. Leadership, in her view, is not about control but about clarity, removing fear, and creating the conditions for growth. That is how organizations endure, and cultures are built with pride. As she steps into her new role at Axis Communications, her focus is both strategic and deeply human. Axis already holds a strong regional legacy built on smart, secure, and sustainable solutions, and its priority is to accelerate growth without losing sight of those values. This begins with listening closely to customers and partners across the Middle East, Turkey, and Africa, understanding local challenges rather than assuming them. Strengthening ecosystem collaboration is equally critical, as success in this industry is built through partnerships. Internally, she is focused on empowering teams, aligning them around a clear vision so the organization moves faster, smarter, and together. In one of the world’s fastest-growing regions, she believes timing and precision are everything. Having led across Europe, the Middle East, Turkey, and Africa, Ms. Imenchal describes contrast not as a barrier but as a catalyst for growth. Navigating between fast moving and slow-maturing markets, and between traditional and digital mindsets, forced her to become both agile and reflective. The Middle East and Africa region, however, shaped her most profoundly. Markets may shift overnight, but relationships endure. She learned that sustainable growth in emerging markets comes from trust and cultural intelligence rather than strategy alone. This insight shaped her into a leader who listens first, acts second, and prioritizes long-term credibility over short-term wins. Looking toward the future of security and AI driven infrastructure, she sees a fundamental shift underway. Artificial intelligence at the edge will enable real-time, intelligent decision making closer to where data is generated. Predictive analytics and digital twins will move security from reactive to proactive. Cyber-physical convergence will redefine security beyond devices to entire connected ecosystems. At Axis, she sees security evolving into insight, helping organizations make smarter, safer, and more sustainable decisions. The future, she emphasizes, will be defined not by how powerful intelligence becomes, but by how responsibly it is used. After decades across B2B, B2C, and B2G environments, Ms. Imenchal believes many companies still misunderstand how trust is built. Long term trust is not created through products, pricing, or short term performance, but through consistency, transparency, and follow through. Too often, organizations focus on selling rather than standing by customers once a deal is signed. Integrity during challenges matters far more than a polished pitch. Transparency is equally critical, especially in government and enterprise contexts, where honesty about risks and timelines builds credibility. Above all, trust is cumulative. It is shaped by every interaction, every promise kept or broken, and most failures of trust stem not from one major incident but from repeated small inconsistencies. When designing route to market strategies across diverse regions, her focus is on adaptability built on a non negotiable core. What truly scales is not rigid strategy, but a strong framework with a clear value proposition, defined partner roles, strong governance, customer experience standards, and transparent commercial principles. Within that structure, local teams can flex for regulatory nuance, partner maturity, market velocity, and cultural dynamics. This balance of global consistency and local agility enables growth without losing control, and builds trust across very different markets. As a long standing diversity and inclusion advocate, Ms. Imenchal is clear that inclusion does not happen by accident, it happens by design. Early in her career, she was told she did not fit the culture because the industry had always been a men’s space. That moment shaped her leadership philosophy and reinforced her belief that culture defined by sameness protects comfort rather than progress. Real inclusion begins at the entry point, removing bias from job descriptions, widening recruitment pathways, and hiring for potential as well as experience. Leaders must be held structurally accountable, with inclusive leadership measured as a performance metric. She strongly advocates moving from the idea of culture fit to culture add, recognizing that innovation comes from difference, not conformity. Visibility is also essential, women must be given high impact opportunities, customer facing roles, and sponsorship, not just a seat at the table. Ensuring cross functional alignment, especially in fast moving regions, is another cornerstone of her leadership. Alignment begins with a single shared narrative, a clear understanding of why a product is launching or a market is being entered. Teams must co build plans rather than receive them top down, transforming departments into a unified ecosystem. Clear roles, responsibilities, success metrics, and risk mitigation plans are defined upfront, reducing friction and fostering accountability. When teams share ownership from the start, execution becomes seamless. As AI and cybersecurity solutions scale, Ms. Imenchal believes the most critical ethical question leaders must address is trust. As technology becomes more intelligent and intrusive, the line between protection and surveillance grows thinner. Transparency must come before capability, if technology cannot be explained clearly, it should not be deployed. Human judgment must remain central, with accountability never fully delegated to algorithms. Security, she insists, must never come at the expense of dignity. Ethical guardrails must be embedded from day one, not added later. To young women aspiring to senior leadership in tech and security, her advice is direct and deeply personal. Do not wait to feel ready. Opportunities rarely arrive at perfect moments. Difference is not a weakness, it is a competitive advantage. Mastery builds confidence, competence anchors credibility. Seek allies and sponsors who advocate for you, not just mentors. Say yes to roles that feel uncomfortable, because growth lives beyond familiarity. Protect your values

Atelier Aayushi Shah, Entrepreneur Where Silk Becomes Sovereign, Cultural Codes of Power, Legacy, and Wearable Art By Poulami Kundu Luxury, at its highest register, has never been about display. It has belonged instead to those who understand restraint, to cultural elites and royal lineages for whom value is instinctive rather than announced. Within this rarified world, recognition is earned through material intelligence, provenance, and meaning. Aayushi Shah Atelier speaks fluently in this language, offering silk not as ornament, but as authority. At the helm of the Atelier, Aayushi Shah approaches textile as a sovereign medium. Her work rejects visual noise in favour of tactile conviction, privileging what is felt over what is seen. “We exist in a visually loud era,” Shah explains. “My collector values quietude. While the eye can be seduced, the hand remains an honest judge.” This philosophy defines a clientele accustomed to discretion, individuals for whom luxury is private, almost ceremonial. When fingers meet the Atelier’s proprietary Japanese silk blend, recognition is immediate. Density, weight, and resistance speak without the need for labels. The dialogue is intimate, occurring solely between fabric and skin. Central to Shah’s practice is the concept of memory. Her silk is engineered to possess resilience, emerging from travel with instinctive composure, yet its deeper significance lies beyond performance. Silk, in her view, is a living archive. Absorbent and responsive, it carries the atmosphere of rooms, the warmth of the body, the gestures of its wearer. Over time, it accumulates a patina of experience, transforming each piece into a witness of private histories. Memory, here, is not nostalgia. It is continuity. Operating between Japan and India, the Atelier embodies a form of cultural nomadism long associated with royal courts and intellectual elites. Shah resists geographic definition, choosing instead to create textiles that are culturally fluent. Her silks respect the discipline of Savile Row tailoring as naturally as they honour the drape of a sari, the formality of a kimono, or the ease of a summer dress. Whether worn in a Dubai boardroom or a Kyoto residence, the textile adapts to the codes of its environment without surrendering identity. The brand is not anchored to place, but to purpose. This sensibility extends beyond fashion into the domestic realm. Many collectors choose to live with the pieces rather than wear them, framing silks as art, draping them across consoles, or unfurling them to soften architectural lines. Shah situates her work at the intersection of fine art, architecture, and heirloom jewellery. Each piece is conceived as part of an owner’s private landscape, intended to age with grace and relevance rather than trend. Bespoke commissions form the intellectual core of the Atelier. For ultra-high-net-worth patrons, exclusivity alone is insufficient. What is sought is specificity. Shah distinguishes between her Signature Collections, which articulate the Atelier’s creative vocabulary, and Bespoke Commissions, which translate the client’s personal narrative into textile form. Family crests, significant dates, ancestral estates, and shared histories are woven into silk with the same care once reserved for royal tapestries. These projects reveal a contemporary understanding of legacy: not something sealed away, but something lived with daily. Architecture and geography often serve as quiet muses in this process. Shah does not replicate structures; she distils them. A colour palette drawn from a private estate, a recurring motif embedded in a family residence, a symbolic architectural detail becomes fluid pattern. The transformation of static grandeur into wearable intimacy allows the owner to carry the spirit of a sanctuary with them, whether knotted at the neck, tied to a wrist, or draped as a mantle. This philosophy has also reshaped the language of ceremonial gifting. For nuptial and summit commissions, the Atelier’s silks function as codes of belonging rather than decorative favours. Hosts of significance increasingly favour symbolism over spectacle. When guests share a unifying textile, a specific print or colour, it creates a visual and psychological bond. Presence is marked. Allegiance is acknowledged. The gathering becomes a collective identity rather than a fleeting event. Shah refers to her creations as soft assets, a term that resonates in an age of financial volatility. Markets fluctuate, but narrative value endures. A bespoke silk that commemorates lineage or a pivotal life moment carries emotional equity that cannot be eroded. Holding such an object offers grounding, a sense of permanence amid constant change. Her design process thrives on tension. Structure meets fluidity. Restraint encounters expression. The pocket square and the scarf become archetypes. One demands architectural precision, the other invites movement and air. Prints are disciplined enough to appear razor-sharp when folded, yet expansive enough to read as painterly when unfurled. The hem anchors the form. The print liberates it. Authorship, for Shah, is never singular. She provides the language: fabric, composition, and quality. The wearer completes the work through choice, gesture, and context. Silk at rest holds only potential. It becomes art through interaction. In that moment, creation passes from the Atelier to the individual. Aayushi Shah Atelier occupies a space once reserved for court artisans and cultural custodians. These are not accessories of consumption, but objects of continuity. Collected, curated, and preserved, they define a modern expression of quiet power, where wearable art becomes legacy, and silk, sovereign.

Jigar Sagar Building The Digital Backbone Of Entrepreneurship In The UAE & Bey By Jane Stevens For more than fifteen years, Jigar Sagar has been quietly shaping the UAE’s digital ecosystem, working at the intersection of government services, free zones, and entrepreneurship. Looking ahead, he believes the next major wave of digital transformation will move far beyond websites and portals. Free zones and government services, he says, will evolve into intelligent systems that anticipate business needs before founders even ask. Drawing from deep experience inside UAE free zones, he envisions unified platforms that handle licensing, renewals, banking, compliance, and immigration automatically in the background. The true transformation lies in removing administrative friction so entrepreneurs can focus on decisions that actually build value. Having founded and scaled more than thirty ventures with a combined value exceeding three hundred and fifty million dollars, Sagar’s decision making has become sharply focused. Today, he evaluates every new tech or AI venture through one defining lens, will it become mission critical in someone’s daily workflow, or is it merely a nice addition. If a product does not save time, reduce cost, or unlock new revenue at scale, he is willing to walk away. In his view, real innovation is not about buzzwords or polished presentations, but about removing pain points and changing behavior in meaningful ways. One of Sagar’s most notable contributions has been enabling the launch of over two hundred and fifty thousand entrepreneurs. To double that number in the next decade, he believes the ecosystem must undergo a fundamental shift. The answer lies in frictionless startup infrastructure. He imagines a one-click experience that covers company registration, banking, payments, and essential digital tools across borders. By standardizing onboarding across free zones, banks, and service providers into a single interoperable layer, millions of aspiring founders could move from idea to operation with unprecedented speed. The COVID 19 pandemic served as a real world stress test for business systems, and Sagar notes that five percent of all UAE company setups during that period came through his platforms. The lesson was clear, resilience cannot be optional. Systems that survived and thrived were digital by default, equipped with remote identity verification, electronic signatures, automated approvals, and online payments. Going forward, every business process must be designed with the assumption that physical access could disappear overnight, with redundancy, self service, and real time support built in from the start. By 2030, Sagar believes autonomous workflows, digital identity, and real time data will redefine how businesses are set up and regulated. The process will shift from static form filling to a living, data driven relationship between founders and regulators. Verified digital identities will allow entrepreneurs to launch companies, secure permits, and open bank accounts in minutes rather than weeks. Compliance will become adaptive rather than punitive, increasing speed for startups while maintaining trust and safety for authorities. After a successful exit from the UAE’s largest corporate services provider, Sagar sees a new blueprint emerging for scaling and exiting service based tech ecosystems. The future belongs to platform plus ecosystem models rather than traditional company plus client structures. Businesses that own standardized infrastructure such as data layers, workflows, and integrations create network effects that are difficult to replicate. This approach builds defensibility and long term value, making such companies far more attractive at scale. Through Triliv Holdings, which blends AI, finance, and emerging technologies, Sagar’s investment thesis is sharply defined. His next ten ventures will focus on AI powered infrastructure that helps entrepreneurs move faster in areas like compliance, finance, recruitment, and cross border expansion. He looks for businesses where AI is deeply embedded into the operating model rather than added as a surface feature, and where the model can scale across markets with an asset light structure and strong recurring revenue. Managing over three thousand employees across his companies, Sagar is also rethinking how teams operate in an AI driven future. His approach is to make AI the first layer of execution while keeping humans as the final layer of judgment. Every role is being redesigned around three questions, what can AI automate, what decisions must remain human, and how people can be trained to use AI as leverage rather than fear it. This balance ensures speed and efficiency without sacrificing accountability or ethics. As an investor judge on The Final Pitch Dubai, Sagar has observed founders at their most vulnerable, pitching under pressure. This experience has sharpened his ability to assess entrepreneurs beyond the slide deck. Clarity of thought, emotional resilience, and coachability now matter more to him than perfectly polished numbers. When evaluating founders off screen, he often asks whether they would still lead effectively under public pressure a year from now, or whether their narrative would collapse once the spotlight fades. At the core of Sagar’s long term vision is an ambitious goal, to empower one hundred million entrepreneurs worldwide. He believes this can only be achieved through a universal entrepreneur operating system built around four foundational pillars, Purpose, People, Product, and Process. Purpose provides direction and resilience, People ensure the right teams are built, Product creates differentiation, and Process allows technology, automation, and AI to carry the operational load. By pairing this four pillar framework with a trusted digital passport for founders, entrepreneurship becomes accessible infrastructure rather than a privilege. For Jigar Sagar, this is how ambition turns into impact, and how the digital backbone of global entrepreneurship can finally be built at scale.

Revolutionizing Wanderlust The Cutting Edge of Tourism & Hospitality Innovation By Peter Davis When Dr. Harmeek Singh reflects on his journey from arriving in Dubai with little more than a suitcase and a dream to leading one of the UAE’s most influential homegrown creative groups, he doesn’t point to a single breakthrough moment. Instead, he speaks of a series of formative experiences that quietly shaped his philosophy of “thinking beyond the obvious.” Resilience, empathy, and service became his compass early on, influenced deeply by his Sikh upbringing and the principle of seva, service without expectation. For Dr. Singh, creativity and leadership are inseparable from responsibility. Every idea begins with a simple but powerful question: Who might be left behind if this isn’t done thoughtfully. That philosophy has guided Plan b Group as it delivered some of the region’s most iconic large-scale events. According to Dr. Singh, the difference between a good idea and a truly groundbreaking one only becomes clear when imagination meets reality. Concepts must survive permits, budgets, weather, and logistics, but more importantly, they must resonate emotionally. A child asking to stay longer, strangers sharing a moment of joy, or a city embracing an idea—these are the signals that a project has moved beyond spectacle into meaning. Groundbreaking work, he believes, respects both the people building it and the people experiencing it. Being named among the World’s 100 Most Powerful Sikhs is an honor Dr. Singh views less as personal recognition and more as affirmation of the values that shape his leadership. Humility, patience, and generosity guide how he builds teams and makes decisions. At Plan B, culture comes before company. Talent matters, but character matters just as much. He takes greater pride in quiet victories than in public accolades: a young producer stepping confidently into responsibility, a team solving problems without blame, or a workplace where everyone feels seen and valued. These moments, he says, are what keep creativity grounded and authentic. As the UAE enters a new era of experiential storytelling, where technology, emotion, and national vision intersect—Dr. Singh sees the role of creative agencies evolving rapidly. Agencies are no longer just event producers; they are interpreters of culture and emotion. Technology should enhance human connection, not replace it. Success must be measured not only by scale or innovation, but by participation, safety, sentiment, and whether audiences feel compelled to return. As the country strengthens its position as a global cultural hub, balancing innovation with authenticity becomes essential. Inside Plan b, culture-driven leadership is not a slogan but a daily practice. Dr. Singh describes it as prioritizing people over processes and kindness over appearances. While events may look glamorous from the outside, the real work happens behind the scenes, supporting vendors, managing timelines, guiding volunteers, and ensuring public safety. Sustaining this culture across diverse creative disciplines requires modeling disciplined kindness and empowering teams to take ownership, especially of the unglamorous work that ultimately enables spectacular outcomes. In a market known for speed and constant change, Dr. Singh is cautious about chasing trends. His decision-making is guided by resilience, inclusivity, and clarity. Innovation is encouraged, but every idea must pass a test of meaningful impact. Will it resonate with people? Is it safe and sustainable? Will it leave a legacy rather than a fleeting impression? By balancing experimentation with thoughtful strategy, he believes relevance can be built for the long term, not just the moment. For young entrepreneurs who look to his journey as a blueprint, Dr. Singh is quick to challenge the myth of overnight success. The creative industry, he says, is built on invisible work—systems, contingency planning, and preparation for the unexpected. Weather shifts, last-minute challenges, and unforeseen constraints are constant companions. True success lies not just in flawless execution, but in preparing for both Plan A and Plan B, and treating setbacks as opportunities for growth. Asked what differentiates the UAE’s creative output from global markets, Dr. Singh points to three non-negotiables: clarity, composure, and service. Clarity ensures everyone understands the purpose, composure ensures audiences never see panic, and service ensures leadership is measured by who emerges stronger at the end, crews, partners, and communities alike. This blend of precision and empathy, he believes, is what sets the region apart. Among the many ambitious projects Plan B. has executed, those centered on women’s sports and participation platforms tested him the most. Seeing a mother complete her first 3K alongside her daughter, laughing, crying, and celebrating, remains a defining memory. It reinforced a lesson that continues to shape his leadership: real impact comes from creating environments that amplify joy, safety, and inclusion. As he mentors the next generation within his team, Dr. Singh looks for three non-negotiable qualities: courage, empathy, and accountability. He believes in giving young leaders real responsibility, along with guidance and the dignity of being heard. Watching interns grow into producers and then leaders is, for him, proof that empowering talent with trust is the most powerful way to build creative, strategic, and culturally aware leadership. Ultimately, Dr. Harmeek Singh’s story is not just about building events or organizations, it’s about building people, culture, and moments that endure. In an industry often driven by scale and spectacle, his leadership reminds us that the most lasting impact comes from thinking beyond the obvious and leading with humanity at the center of every vision.

Veronica Ortiz, Why Global Capital Is Choosing Dubai For Stability, Not Speculation By Jane Stevens Dubai’s real estate market has long captured global attention for its speed, scale, and ambition. Towers have risen where desert once stretched, and master-planned communities have taken shape with remarkable efficiency. Yet beneath the spectacle, a quieter and more consequential transformation is underway. Dubai is moving beyond its reputation as a speculative playground and asserting itself as a mature, globally competitive real estate market defined by clarity, resilience, and long-term vision. Few observers articulate this evolution as clearly as Veronica Ortiz, a seasoned real estate expert whose perspective is grounded not in short-term cycles but in enduring fundamentals. From investor confidence and shifting buyer profiles to the redefinition of luxury and the forces shaping the next phase of growth, Ortiz describes a market that no longer seeks validation from the world, but confidently sets its own benchmarks. This is not a story of hype, but of why global capital continues to flow into Dubai even as other markets feel increasingly unsteady. In a global environment marked by geopolitical tensions, fluctuating interest rates, and economic uncertainty, investor confidence is fragile. Yet Dubai continues to attract capital with notable consistency. Ortiz attributes this not to momentum, but to fundamentals. Political stability, a pro-business regulatory framework, and a clearly articulated economic roadmap offer something increasingly rare: predictability. Long-term residency options such as Golden Visas, alongside widespread foreign ownership rights, have lowered barriers for international investors, while transparent property laws have replaced the ambiguity that often deters capital elsewhere. Strong rental yields, healthy liquidity, and the absence of capital gains or annual property taxes further reinforce Dubai’s appeal. Coupled with its position as a global connector between Europe, Asia, and Africa, and sustained demand from tourism, business, and migration, the city’s real estate market is increasingly viewed as a long-term global city investment rather than a quick trade. Dubai’s off-plan and luxury segments are often compared to those in Europe or the United States, but Ortiz argues that such comparisons overlook what makes Dubai distinct. Off-plan entry pricing remains compelling, even in prime areas, particularly when measured against cities like London or New York. Flexible payment plans allow investors to manage exposure without excessive leverage, a key advantage in a higher-interest-rate environment. Regulatory safeguards such as escrow accounts, milestone-linked payments, and oversight by the Real Estate Regulatory Agency add layers of protection more commonly associated with mature markets. Speed of execution further differentiates Dubai, enabling investors to realize income or exit strategies sooner. Luxury demand, meanwhile, is driven less by speculation and more by high-net-worth migration, tax efficiency, and lifestyle appeal, creating a rare combination of capital appreciation and income potential. Looking ahead, Ortiz sees growth quietly compounding in segments rooted in genuine demand rather than hype. Branded and ultra-luxury residences continue to outperform due to scarcity and global recognition, while well-executed off-plan units in master-planned communities gain strength as these areas mature. Family-oriented housing, such as townhouses and low-rise apartments, benefits from owner-occupier demand and offers resilience that often goes unnoticed. Waterfront and lifestyle-led developments remain structurally undersupplied, supporting long-term appreciation, while transit-oriented projects near metro expansions and employment hubs reflect evolving lifestyle preferences. Properties aligned with long-term residency pathways add another layer of appeal, blending investment logic with lifestyle security. Perhaps the clearest sign of Dubai’s maturation is the changing profile of its buyers. Investors are no longer just deploying capital; many are relocating their lives. Entrepreneurs, families, and globally mobile professionals are increasingly prominent, drawn by business-friendly policies, long-term visas, and quality of life. High-net-worth individuals are purchasing primary and secondary residences rather than purely speculative assets, while younger professionals shape demand toward walkable, amenity-rich communities. This demographic shift supports more stable, long-term growth and reduces reliance on any single source market. Growth is increasingly concentrating in integrated, livable neighborhoods rather than isolated towers, signaling Dubai’s evolution into a city where real estate underpins life, not just returns. Beyond the headline-grabbing prime districts, Ortiz highlights several emerging areas offering value driven by infrastructure and real demand rather than speculation. Zones around Dubai Creek Harbour, Expo City, Dubai South, Al Jaddaf, Mohammed Bin Rashid City, Arjan, and Dubai Islands stand out for their connectivity, employment drivers, phased planning, and long-term livability. These characteristics point to sustainable growth rather than short-lived surges. Luxury itself is being redefined. According to Ortiz, it is no longer about excess, but about performance and experience. Wellness, natural light, air quality, smart living, sustainability, privacy, and flexible layouts now define premium living. Trust has become a luxury in its own right, with buyers placing greater emphasis on developer reputation, delivery timelines, and long-term asset protection. Luxury in Dubai has shifted from appearance to experience, and developers who understand this are setting the market’s new standards. For those navigating the off-plan market, Ortiz emphasizes discipline over hype. Developer track record, location fundamentals, and clarity of investment strategy matter more than marketing or launch pricing. When rental demand, realistic yields, and payment structures align with cash flow and exit planning, off-plan investing becomes a strategic tool rather than a speculative gamble. Global realities are reinforcing this discipline. Higher interest rates have reduced appetite for heavy leverage, encouraging cash purchases and flexible payment plans. Currency dynamics have positioned Dubai as compelling value for buyers from strong-currency regions, particularly in prime and luxury segments. Rising construction costs have sharpened focus on delivery certainty and developer credibility. The result is a market that is becoming more selective, more thoughtful, and more resilient. Sustainability, once peripheral, is now central. Green certifications, energy efficiency, and smart infrastructure are increasingly seen as tools for cost control, future-proofing, and resale strength. For globally mobile investors, sustainability is no longer a slogan but a value driver. As Dubai enters its next growth cycle, Ortiz sees a market shaped by quality, livability, and long-term thinking. Experience-led development, smart technology, ESG alignment, and community-focused planning will define future success. In shedding its old labels

Yousaf Abdul Naseer’s The Cutting Edge of Tourism & Hospitality Innovation By Peter Davis Yousaf Abdul Naseer’s path into content creation didn’t begin with a strategy or a desire for fame, but with simple curiosity and a genuine love for discovery. Exploring new places, tasting different cuisines, and sharing experiences with those around him came naturally. What started as casual sharing soon revealed something deeper: people trusted his recommendations and connected with the honesty behind them. Recognizing this connection, Yousaf transformed his passion into purposeful, well-crafted content that reflects real experiences rather than staged perfection. From the very beginning, authenticity became his guiding principle. Building a personal brand around food, lifestyle, and exploration was a gradual process. Yousaf didn’t chase trends or instant growth; instead, he documented what truly interested him, from hidden local eateries to emerging destinations across the UAE. Audiences responded to the relatability of his content and the care he put into details, from the flavors on the plate to the atmosphere of a place and the way it was visually captured.  Over time, his name became associated with trust, realism, and experiences that feel honest rather than curated for clicks. This same philosophy carried over into his entrepreneurial journey with LS Perfumes. Long fascinated by fragrances and the emotions they evoke, Yousaf spent years experimenting with blends and understanding how scent can express personality and elevate everyday moments. LS Perfumes was born from this passion, blending Arab olfactory heritage with a modern sensibility. Rather than launching generic products, he focused on creating fragrances with character, elegance, and a story—scents that make the wearer feel confident and present. For him, perfume is not just an accessory, but an extension of identity. Balancing life as both a content creator and an entrepreneur is not without its challenges, but Yousaf approaches it with structure and intention. Content creation remains a passion, while his business ventures provide long-term vision and stability. Each side feeds the other: content offers inspiration and exposure, while entrepreneurship grounds his creativity in purpose and sustainability. By organizing his time and setting clear priorities, he ensures that neither aspect overshadows the other. In today’s fast-paced social media world, Yousaf believes authenticity is the true differentiator. Audiences, he says, can quickly sense when content is forced or insincere. Simplicity, realism, and personality are what make content engaging. A genuine perspective, even when shared through a simple video or post, carries more impact than highly polished content that lacks emotion or truth. Like any creator, Yousaf faced challenges while building his personal brand, especially in a crowded and competitive influencer landscape. Proving himself and standing out took time. Criticism and pressure were part of the process, but instead of discouraging him, they became tools for growth. Consistency and self-belief helped him move forward, reinforcing his conviction that honest work always finds its audience. When it comes to collaborations, Yousaf is selective. He chooses brands and experiences that genuinely align with his values and lifestyle. Before promoting anything, he asks a simple question: would he personally use or visit it if there were no partnership involved? If the answer is no, he declines. For him, transparency with his audience is more valuable than any short-term gain. Some of his proudest moments come not from numbers or campaigns, but from the impact his content has on others. Messages from followers who visited a place based on his recommendation, enjoyed the experience, or felt inspired to start their own creative journey are what motivate him to keep evolving. These interactions affirm that his work goes beyond content—it influences choices and sparks creativity. Looking ahead, Yousaf sees influencer marketing in the UAE becoming more mature and value-driven. As the country continues to support creativity and the digital economy, the focus will shift from follower counts to meaningful impact. The future, he believes, belongs to creators who specialize, remain honest, and offer real value to their communities. With its diversity and opportunities, the UAE remains an ideal environment for content creators who are serious about their craft. To young creatives aspiring to build a sustainable online presence, Yousaf’s advice is clear: be yourself. Authenticity cannot be replicated, and imitation only delays growth. Building a strong identity takes time, consistency, and respect for your audience. Most importantly, he emphasizes enjoying the journey. Growth, learning, and self-discovery are just as important as success, and they shape the story behind every meaningful brand.

Beehive’s Billion-Dollar Buzz Peter Tavener & His Fintech Vision Are Reimagining SME Finance in the GCC After crossing the USD 1 billion SME funding milestone, Beehive’s CEO Peter leads a regional fintech revolution built on trust, technology, and purpose shaping the future of finance across the Gulf. By Hafsa Qadeer The glow of Dubai’s fintech skyline has a few names that have come to define innovation, but few shine as steadily as Beehive. For over a decade, the company has redefined how small and medium enterprises across the GCC access capital, bridging a gap that traditional finance long left open. Under the leadership of CEO Peter, Beehive recently celebrated a landmark achievement: crossing the one-billion-dollar milestone in SME funding. But for Peter, this isn’t simply a number on a balance sheet. It’s a story of thousands of businesses across the region that have found new life, growth, and confidence through a digital-first funding platform built on trust, technology, and purpose. Peter speaks of this achievement with a quiet pride that reflects both the company’s resilience and its clear vision. Beehive, now backed by e&, the Etisalat Group, is moving beyond milestones to momentum. Over the next twelve to eighteen months, the company is focused on expanding across the GCC with a mission to deepen financial inclusion, offering fast, digital, and accessible funding for enterprises that form the economic backbone of the region. Strategic partnerships, such as the structured funding deal with Goldman Sachs and the collaboration with Magellan Capital, have further strengthened Beehive’s institutional base, empowering it to grow responsibly while maintaining the disciplined underwriting and risk evaluation that have long defined its model. The company’s success story isn’t confined to the UAE. In Oman, Beehive’s partnership with Future Fund Oman has already channelled over 7.1 million OMR, or around eighteen million US dollars, in SME financing. In Saudi Arabia, the company is preparing for a transformative merger with Themar, a leading local peer-to-peer lending platform, designed to bring together global expertise, cutting-edge technology, and local market knowledge. For Beehive, these are not just regional expansions but affirmations of a vision that sees every small business as a potential driver of national growth. What sets Beehive apart isn’t just its scale, but its agility in adapting technology to solve real-world financing challenges. One of the company’s most significant shifts has been the integration of the Direct Debit System, an API-driven platform that digitized repayment collections. This change may sound technical, but its impact has been revolutionary. Gone are the days of manual cheque processing, delays, and administrative burden. Today, Beehive’s entire loan disbursement and repayment cycle runs electronically, enabling faster processing, same-day reconciliation, and enhanced predictability of cash flow. The system has brought greater transparency and control, reducing operational friction while improving repayment reliability. For the company’s finance teams, it’s a transformation that replaced paperwork with precision, freeing them to focus on what truly matters, helping SMEs grow. Behind these operational advances lies a deeper story of discipline. Even with a USD 140 million structured funding deal in place, Beehive continues to balance rapid growth with rigorous risk management. Over the years, it has invested heavily in strengthening its credit assessment models, integrating AI tools that allow faster, smarter evaluations without compromising quality. The results are telling. With a non-performing loan ratio below two percent and a default rate at zero this year, Beehive’s performance stands well above the regional banking average. For Peter, this precision isn’t just about protecting investors, it’s about ensuring the ecosystem of small businesses that rely on Beehive remains stable, confident, and supported. Yet Beehive’s financial ecosystem extends beyond pure technology and data. At its heart lies a strong alignment with regional values, particularly through its Sharia-compliant financing model. A significant portion of the company’s SME funding is Sharia-approved, reflecting both market demand and cultural integrity. Supported by a dedicated Sharia Supervisory Board, Beehive ensures that its products adhere to Islamic finance principles while meeting the fast-paced needs of modern enterprises. The alignment of Sharia compliance with environmental, social, and governance (ESG) values has also positioned Beehive as a leader in ethical and responsible investing. For Peter, the connection is natural, both frameworks emphasize fairness, transparency, and long-term positive impact. Expanding across the GCC comes with its own complexities, from regulatory frameworks to cultural nuances. Oman’s SME landscape, while rapidly developing, still faces limited access to financing compared to the UAE, prompting Beehive to focus on increasing both awareness and accessibility. Saudi Arabia, by contrast, presents a fast-moving and highly competitive market, powered by national goals that prioritize innovation and entrepreneurship. Beehive’s approach in both markets is rooted in adaptability, local partnerships, and respect for local business culture. By maintaining a centralized product framework and tailoring it to each market’s regulatory and economic realities, the company ensures consistency, scalability, and relevance across borders. Technology remains the heartbeat of Beehive’s innovation strategy. Artificial intelligence and alternative data are not distant concepts but practical tools already shaping its operations. AI-driven credit screening now enables quicker and more accurate assessments, while automation has replaced repetitive data tasks, allowing human teams to focus on strategic analysis and customer engagement. For Beehive, technology isn’t just a differentiator, it’s a catalyst for democratizing access to finance. As Peter often emphasizes, the goal is to make funding faster, smarter, and simpler for every entrepreneur who dares to dream bigger. Sustainability, too, has found a permanent place within Beehive’s DNA. As global investor sentiment shifts toward responsible finance, the company has proactively embedded ESG metrics into its loan origination and monitoring processes. By evaluating businesses not only for their financial performance but also for their environmental and social footprint, Beehive identifies enterprises that are resilient and future-ready. Transparency remains at the core of this approach, with detailed quarterly reports offering investors insights into portfolio performance, repayment trends, and risk distribution. The company’s licensing under the DFSA in the UAE and the FSA in Oman further strengthens its governance framework, ensuring investor protection

Helen Kareva, The Art of Redefining Corporate Humanity By Hafsa Qadeer When Helen Kareva moved to Dubai a few years ago, she expected new horizons, but she did not expect silence. Not the literal kind, but a professional quiet that muffled the voices of people like her, skilled, experienced, and yet somehow unseen. She and her co-founder had both spent years in corporate and creative worlds, speaking at panels and events back home, but when they tried to enter the global speaking circuit, they found the doors half closed. They attended conferences and panels hoping to find a way in, and what they saw unsettled them. The same speakers appeared again and again. The same ideas recycled on different stages. Meanwhile, thousands of professionals with real stories to tell were left behind. It was not a question of talent, Helen realized. It was a question of access. From that silence came SpeakUp, a platform built not just to help people talk, but to help ideas travel. “We wanted to build something that made finding and booking the right voice as easy as calling an Uber,” Helen says. The mission was audacious, but its roots were deeply human. SpeakUp was not born in a boardroom; it was born out of a longing for connection, a frustration with barriers, and a belief that intelligence, both human and artificial, could bring people together. The Bridge That Didn’t Exist Before SpeakUp, the speaking industry was fragmented. Traditional agencies promoted only high-priced speakers because commissions mattered more than discovery. The same familiar faces dominated conference stages. Organizers spent weeks messaging contacts and sifting through databases. Speakers filled out endless forms that led nowhere. The industry was running on legacy systems in a world that had already gone digital. Helen and her team decided to fix what no one else dared to. They created an AI-powered ecosystem where speakers, organizers, podcasters, and journalists could connect directly without intermediaries. Their matching system analyzes event goals, audience demographics, speaker expertise, and engagement metrics to make intelligent pairings within seconds. Conversations happen inside the app. Bookings can be confirmed instantly. Teams can collaborate in one shared space without ever touching a spreadsheet. “It’s not just a tool,” Helen explains. “It’s an infrastructure for global communication.” That sentence captures the quiet revolution behind SpeakUp. It does not just simplify logistics; it rewrites the rules of who gets to be heard. For decades, access to a microphone depended on money, networks, and location. Helen wanted to break that hierarchy. In her words, SpeakUp is “for every brilliant mind who was told their voice was too new, too different, or simply not on the list.” Learning to Walk Again The path to building SpeakUp was neither linear nor smooth. Right after filming The Final Pitch Dubai, Helen’s life shifted dramatically when she was diagnosed with a giant cell tumor in her leg. While the company was expanding across markets, she was recovering from surgery and learning to walk again. The contrast between physical stillness and professional momentum was profound. “After you’ve learned to walk again, everything else feels easy,” she says softly. “It changed everything about how I see leadership, resilience, and balance.” In that difficult season, Helen discovered that the most important kind of strength is not loud; it is quiet, patient, and deeply human. She began to see entrepreneurship not as a race, but as an endurance journey, a process of continuous adjustment. “When you’ve faced something like that, you stop fearing business challenges,” she reflects. “Investor negotiations or product pivots stop feeling like real problems. They’re just part of the process.” That experience also taught her to trust her team more deeply. She learned to let go, to slow down, and to focus on purpose rather than pressure. “The hardest part of entrepreneurship,” she smiles, “was learning to walk again. Everything else is just a series of small adjustments on the way to a bigger goal.” The Rise of Intelligent Connection Today, SpeakUp operates in more than twenty-eight countries and is quietly reshaping the global speaking ecosystem. Its AI not only matches speakers with events but also generates analytics that reveal what topics audiences engage with, where diversity gaps exist, and which conversations are shaping industries. Helen believes the next decade will redefine how ideas travel. “AI is not a trend,” she says. “It is a revolution in how people, ideas, and opportunities connect.” Her prediction is bold but grounded in real data. On average, SpeakUp users save fifty hours per month on coordination tasks. Booking cycles are ten times faster, and speaker matches are sixty percent more relevant than before. A process that once took months now happens in minutes. For Helen, efficiency is only part of the story. The real transformation is emotional, restoring human energy to an industry that had become mechanical. “When booking a speaker becomes as easy as booking a flight, you give people back their time, but also their excitement. You remind them why they wanted to tell stories in the first place.” Building a Culture of Courage and Humor Inside SpeakUp, Helen’s leadership philosophy feels refreshingly different. She often jokes that leadership is thirty percent strategy, thirty percent chaos management, and forty percent coffee, but her humor hides a deeper truth. “You cannot build innovation on fear,” she says. “Only on energy and purpose.” She believes in clarity over control, trust over micromanagement. Every team member is encouraged to experiment boldly and fail gracefully. “We have a simple rule,” she smiles. “Don’t bring me problems, bring me experiments.” Some of SpeakUp’s most celebrated features were born from what she calls “beautiful accidents,” when a small mistake sparked a bigger idea. Her team celebrates small wins, mixes memes with investor updates, and speaks to each other like equals. It is a culture that values intelligence and empathy in equal measure. “Leadership for me is not about being the loudest voice in the room,” Helen says. “It’s about creating a space where every

Adil Hussain The Ethical Architect Redefining The Future Of Islamic Finance By Paul Smith In an era of economic volatility, social uncertainty, and rapidly shifting technological landscapes, conversations around the future of finance often drift toward algorithms, automation, and the next big digital disruption. Yet amid this noise, a quieter, more profound narrative is emerging, one rooted in ethics, shared prosperity, and trust. It is in this space that Adil Hussain, a respected voice in Shariah-compliant finance, places his life’s work. His philosophy is both bold and measured, grounded in the belief that Islamic finance is not simply a moral alternative but a blueprint for a fairer, more stable global financial system. Speaking with the depth of someone who understands both the tradition and the trajectory of Islamic finance, Hussain describes a sector on the brink of transformation, a shift that will reframe how economies define value, measure prosperity, and distribute opportunity. “Islamic finance is evolving from a niche ethical framework into a major pillar of the global financial system,” he says. It is this evolution, grounded in principles of fairness, transparency, and real economic value, that positions Islamic finance as a powerful force for the decade ahead. A New Global Financial Pillar For decades, Islamic finance has existed alongside conventional banking, growing steadily, respected widely, but often viewed as a specialised model serving specific markets. Hussain believes that era is ending. The world’s priorities are changing. Investors are demanding purpose alongside profit. Communities are asking for accountability. Governments are rethinking how to build sustainable economic systems. In this environment, the principles of Islamic finance do not merely fit, they lead. Hussain outlines three defining shifts shaping the future: deep integration with ESG frameworks, rapid digital transformation, and stronger international harmonisation. Each plays a crucial role, but together they form a comprehensive strategy for global expansion. The alignment with ESG is particularly powerful. Islamic finance, at its core, has always emphasised social justice, environmental stewardship, and ethical investment, values that ESG frameworks are only now prioritising on a global scale. “In a world seeking stability and trust,” he reflects, “these principles ensure Islamic finance’s continued relevance and influence.” It’s a statement not of aspiration, but of inevitability. Technology as a Catalyst for Ethical Innovation One of the misconceptions about Islamic finance is that its grounding in tradition makes it cautious in adopting technology. Hussain challenges this narrative directly. For him, technology is not an external force pressing against Islamic finance, it is a tool that reinforces its foundations. He speaks with enthusiasm about fintech platforms delivering Shariah-compliant services to markets that conventional banks have historically overlooked. Mobile banking, AI-driven advisory tools, and automated compliance systems are creating unprecedented levels of access and efficiency. But perhaps the most transformative innovation is blockchain. Blockchain, Hussain explains, introduces a new era of traceability, authenticity, and transparency, characteristics deeply aligned with Islamic financial ethics. Smart contracts ensure adherence to Shariah principles automatically, while digital sukuk offer efficiency, lower costs, and global accessibility. Blockchain does not dilute Islamic finance; it amplifies its strengths. “Technology is not just modernising Islamic finance,” he says. “It is reinforcing its ethical foundation.” In an industry that prizes integrity, this marriage of ethics and innovation feels almost inevitable. Driving Sustainable and Socially Responsible Growth As global conversations shift toward sustainability and long-term value creation, Hussain sees Islamic finance playing a powerful role across the GCC and beyond. His vision is not theoretical. It is rooted in tangible avenues where Islamic finance is uniquely equipped to lead: renewable energy, affordable housing, community development, and infrastructure that directly improves lives. These are not projects chosen for optics, they reflect Islamic finance’s fundamental obligation to avoid harm and promote societal benefit. By embedding these values in ESG frameworks, Hussain believes Islamic finance can help shape a new global investment narrative, one where success is measured not only by profit margins but by social and environmental impact. Expanding Into New Markets, Bridging New Minds But expansion never comes without challenges. While the appetite for ethical finance is growing worldwide, awareness of Shariah-compliant models remains uneven. Hussain acknowledges this with the pragmatism of someone who has worked extensively in international markets. “Misconceptions exist,” he notes. Some believe Islamic finance is rigid; others think it is exclusively religious. Education, he argues, is essential. So is building regulatory infrastructure, training local talent, and harmonising Shariah governance across borders. Yet the opportunity is immense. Even countries with small or non-Muslim populations are exploring Islamic finance instruments as ethical alternatives that prioritise transparency and stability. “Ethical and sustainable finance is a universal language,” he says. And Islamic finance, he believes, speaks it fluently. Financial Inclusion: A Mission Rooted in Justice The global struggle for financial inclusion, especially across emerging economies, sits at the heart of Hussain’s vision. He sees Islamic finance’s emphasis on fairness, risk-sharing, and asset-backed transactions as a natural solution. Digital wallets, mobile banking platforms, and Shariah-compliant microfinance tools are already transforming access for low-income households, small businesses, and remote communities. “By combining ethical rigor with innovative delivery,” Hussain says, “Islamic finance can empower individuals and communities while upholding justice and shared prosperity.” At a time when many financial systems are criticised for deepening inequality, his argument is compelling. Leadership for the New Financial Landscape When discussing the future custodians of Islamic finance, Hussain speaks not just as a practitioner but as a mentor. Leaders of the next era, he says, must balance technical expertise with moral conviction. They must understand Shariah deeply but embrace innovation fearlessly. They must be global in outlook but unwavering in principle. “Leadership grounded in integrity and purpose will position Islamic finance as a model for responsible global finance,” he notes. In a world increasingly wary of institutions, his insistence on ethical leadership feels not only wise but necessary. Lessons From a Global Crisis The COVID-19 pandemic, Hussain reflects, was a litmus test. While many industries struggled to adapt, Islamic finance demonstrated resilience rooted in its principles. Digital transformation accelerated. Fintech

Ghazi Yaman The Conqueror’s Mindset From Viral Influence to Visionary Impact By Paul Smith In a world where speed defines success and innovation blurs with instinct, Ghazi Yaman stands as a modern architect of transformation, a strategist who has turned disruption into an art form. From boardrooms at Red Bull and Nestlé to building creator-driven empires, his journey reflects not just ambition but evolution, the evolution of mindset, momentum, and meaning. For Ghazi, walking away from the corporate world wasn’t rebellion, it was revelation. “I hit a point where I felt like I was living in a box, structured, polished, but limited,” he shares. “Big corporations move slow, and I’ve always been wired for speed.” He didn’t want to manage someone else’s vision; he wanted to create his own. That was the moment he realized his competitive edge, the ability to create, pivot, and execute at a pace few could match. That drive led him to engineer global influence. Ghazi played a defining role in transforming his brother Ayman Yaman’s viral platform into a powerful personal brand, a case study in turning digital fame into business sustainability. “The formula I created is Tease, Please, Seize,” he explains. “You tease by sparking curiosity, please by delivering value, and seize by converting that attention into trust or action. Every post, every campaign, all designed with purpose. That’s how you turn a creator into a rising star.” With Bottle Flip Investments, Ghazi introduced a new era in the creator economy, one powered by what he calls contentpreneurs. “A creator makes content, a contentpreneur builds a business around it,” he says. “We take influence and turn it into infrastructure.” For him, the goal is clear, to help creators evolve from monetizing moments to building scalable, long-term brands. “The future belongs to those who don’t just create content but create companies powered by their audience.” That same philosophy fueled The Brand Me Summit, now recognized as the world’s largest personal branding event. Ghazi’s conviction is that personal branding is not a luxury, it’s leverage. “In the next five years, the people with the strongest personal brands will become the next billionaires,” he asserts. “Social media is the new TV, except now, the power is in our pockets. Personal branding is no longer optional, it’s the foundation of influence, business, and leadership in the next decade.” His insights into brand longevity are simple yet profound, “Exposure means nothing without emotion. Anyone can buy attention, very few can earn it. The brands that last are the ones that make people feel something, every single time.” But perhaps the most surprising side of Ghazi’s empire is Disconnect Clothing, a brand that promotes digital mindfulness in an age of constant connectivity. “Disconnect isn’t anti-digital, it’s pro-awareness,” he says. “It’s a reminder to pause, be present, and live intentionally. I built my career online, but I protect my peace offline. Balance is about control, knowing when to connect and when to truly live.” When evaluating new ventures, Ghazi’s approach is both analytical and intuitive. “I look at alignment, adaptability, and authenticity,” he explains. “Before investing in a creator-led idea, we test it. If it aligns with their values and audience response is strong, that’s when it becomes scalable.” But the real test lies in conviction. “I ask one question, are they all in, or is it a side hustle? Because real brands aren’t built halfway.” Through his motivational series Your Dose of Vitamin G, Ghazi distills his philosophy into a single, powerful mantra, “I’m not done until I win.” He shares candidly, “I’ve gone bankrupt three times, and each time I came back bigger and better. Success isn’t luck, it’s resilience. If you can’t find a door, build one. And if you can’t build one, knock down the entire wall.” What drives him to keep evolving across industries, from proptech and fashion to events and digital branding, is not greed, but growth. “I’m not built to stay in one lane,” he says. “Everything starts with content, it’s the common language across all industries. We collaborate with the best in each field, bring the creativity and culture, and that’s how we scale. I don’t chase comfort, I chase momentum.” And when asked what legacy the name Ghazi Yaman should carry, his answer is deeply reflective. “The name Ghazi means conqueror, but not in the traditional sense. I want people to conquer themselves first, their mindset, their emotions, their fears. Because once you master yourself, you naturally start conquering everything else.” For Ghazi, true success isn’t measured by followers, fame, or fortune; it’s self-mastery. “Greatness doesn’t start with winning,” he concludes. “It starts within. If everything I’ve built inspires even one person to become better by just one percent, then I’ve done my job.” Through his ventures, vision, and voice, Ghazi Yaman continues to redefine the meaning of influence, proving that the future belongs not to those who chase attention but to those who command it with purpose, passion, and authenticity.

Mohamed Al Khadar Al Ahmed Leading KEZAD’s Mission to Shape the UAE’s Industrial Future By Hafsa Qadeer In the quiet expanse between Abu Dhabi’s skyline and the Arabian Gulf, a new industrial frontier is taking shape. Steel meets sunlight, innovation meets intent, and ambition finds its anchor in 550 square kilometres of land designed for one purpose, to reimagine what a modern economic zone can be. This is KEZAD, the Khalifa Economic Zones Abu Dhabi, and at its helm stands Mohamed Al Khadar Al Ahmed, a leader shaping not only the destiny of industries but the economic identity of a nation. For Al Ahmed, the story of KEZAD is inseparable from the UAE’s grand vision, Centennial 2071, a national strategy that extends far beyond decades, toward a century of resilience, innovation, and global relevance. “KEZAD’s development aligns with the UAE’s Centennial 2071 strategy by fostering economic diversification and moving the nation toward a knowledge-based economy,” he explains. “We are championing the UAE’s long-term economic overhaul, driving growth in advanced manufacturing, logistics, and focus sectors such as pharma and life sciences, and food and beverages. What began as a bold infrastructure project has evolved into a strategic ecosystem that now supports more than 2,150 businesses across 17 sectors, stretching from Abu Dhabi to Al Ain and the Al Dhafra region. With over 100 square kilometres of free zones and a total land bank exceeding 550 sq km, KEZAD is not just an industrial park, it is the largest integrated economic zone in the country, a living embodiment of the UAE’s ambition to build beyond oil and beyond borders. A Hub for Global Trade in an Age of Uncertainty In an era where global trade faces turbulence, from supply chain disruptions to geopolitical shifts, KEZAD stands as a stabilising force. Free zones, Al Ahmed believes, are more vital than ever. “Free zones have regained importance as key enablers for the UAE’s national transformation programmes,” he says. “They offer investors access to infrastructure, facilities, and ancillary services, along with 100% ownership, full profit repatriation, and exemption from corporate and income taxes.” But KEZAD’s true advantage lies in geography and integration. Its proximity to Khalifa Port, one of the region’s most advanced deep-water ports, and direct connection to Etihad Rail create a multimodal transport network linking sea, land, and air. “It’s not just about logistics,” Al Ahmed adds. “It’s about resilience, about ensuring the efficient and reliable movement of goods even in volatile markets.” That connectivity positions the UAE as a bridge between continents, serving two-thirds of the world’s population within an eight-hour flight. From KEZAD’s warehouses and factories, raw materials flow in, products flow out, and ideas move seamlessly between Asia, Africa, and Europe, reaffirming the UAE’s place as a global connector. Balancing Global Investment and Local Empowerment While global corporations see KEZAD as a gateway to the Middle East, Al Ahmed is equally focused on nurturing homegrown enterprises. “SMEs are the backbone of economies that foster innovation, employment, and resilience,” he says. To that end, KEZAD’s Entrepreneurship and Incubation Centre provides cost-effective workspaces and flexible licensing, empowering startups to scale from concept to commercial success. The centre, alongside partnerships with institutions like the Emirates Growth Fund, helps bridge access to capital and mentorship, critical ingredients in the UAE’s evolving SME ecosystem. This dual strategy, welcoming global giants while cultivating local innovators, is core to KEZAD’s philosophy. “Our integrated ecosystem encourages collaboration between SMEs and multinational corporations,” Al Ahmed explains. “We want synergy, not separation.” The numbers tell the story: SMEs currently account for 86% of private-sector jobs and 63.5% of the UAE’s non-oil GDP. KEZAD’s ecosystem ensures that as international capital flows in, local talent and enterprise grow with it, forming an economy that is both open and self-sustaining. Green Industry and the ESG Imperative Industrial growth without environmental responsibility, Al Ahmed insists, is no longer growth at all. Under his leadership, KEZAD has woven sustainability and ESG principles into its very infrastructure. “Our approach is proactive and multifaceted,” he notes. “We support businesses in adopting cleaner energy sources and integrating solar power within their zones.” Indeed, companies like Abundance Solar Panel Industries, which recently signed a 50-year lease to build a solar panel plant worth AED 55 million, reflect KEZAD’s tangible commitment to renewables. Yet, Al Ahmed’s vision is pragmatic as much as it is progressive. “The transition to a low-carbon economy requires interim solutions,” he explains. “That’s why we’ve also invested in a 30-kilometre natural gas network in Al Ma’mourah, ensuring reliability while advancing toward green goals.” This blend of innovation and realism defines KEZAD’s sustainability strategy. It is not a marketing exercise but a measurable, operational commitment, aligned with the Abu Dhabi Climate Change Strategy and designed to support tenants in reducing emissions without sacrificing competitiveness. Innovation in the Age of Industry 4.0 The factories of the future are not powered by steam or steel, they run on data, intelligence, and connectivity. Recognising this, KEZAD is investing heavily in AI, automation, and Industry 4.0 initiatives to position itself at the frontier of the digital industrial revolution. “Our partnership with Siemens Advanta is a cornerstone of that strategy,” says Al Ahmed. Through digital transformation assessments and technology roadmaps, Siemens is helping KEZAD’s industrial clients optimise operations, adopt automation, and implement smart manufacturing systems. Another partnership with Silal focuses on agricultural technology (AgTech), launching projects in Al Ain Industrial City that combine AI, sustainability, and food security. “We are fostering an environment where startups, SMEs, and multinational enterprises can collaborate to drive vertical innovation,” Al Ahmed adds. “This is the new DNA of KEZAD, innovation-led and future-focused.” Circular Economy as a New Industrial Ethic The circular economy is not just an environmental imperative, it is an economic opportunity, and KEZAD is determined to lead that transformation. Across its clusters in polymers, metals, and food processing, KEZAD is designing systems where waste becomes value, and by-products find second lives. “Our industrial ecosystems are designed to enable symbiotic relationships,” Al Ahmed explains. “The by-products of one company can become the inputs for another.” This philosophy is turning KEZAD into a regional hub for circular practices, integrating sustainability at every point in the value chain, from production to packaging. The vision extends to logistics and manufacturing, with resource efficiency

Why the World Pen Show Thrives in the Digital Age By Sara Hammoud The air inside the exhibition hall hummed with quiet intensity, a mix of deep concentration and hushed appreciation. It is a space where a highly selective audience gathers to celebrate the one item technology was supposed to make obsolete, the fine writing instrument. But this is not a funeral for the pen; it is a vibrant testament to its legacy. The World Pen Show, founded four years ago by Mr. Majed Al Nasser, is more than a trade show. It is a platform where brands, artisans, and collectors share their experiences and showcase unique, beautiful pens. Opened by Sheikh Juma Bin Maktoum Al Maktoum, the event displays an extraordinary range of creations, from the intricate craftsmanship of Urushi pens to the themed artistry of Montegrappa’s Pac-Man and Gladiator editions. The Visionary Behind the Show At the heart of this growing global community stands Majed Al Nasser, a man whose appreciation for craftsmanship and culture extends far beyond mere collecting. Known for his refined taste, entrepreneurial spirit, and passion for design, Majed brings an artist’s eye and a curator’s heart to everything he touches. His journey into the world of fine writing instruments began not as a business pursuit, but as a deep personal fascination with artistry, precision, and heritage. Each pen, for him, represents a story, a fusion of human ingenuity, material beauty, and emotional connection. Through the World Pen Show, Majed seeks to preserve and elevate the culture of handwriting, especially in a time dominated by digital communication. “The fine writing industry is relatively small and niche,” he explains, “which makes it challenging to view the World Pen Show purely as a business venture.” Instead, he envisions it as a cultural movement, one that reconnects people with the intimacy and mindfulness of writing. Majed often describes the pen as “an extension of one’s identity, a personal artifact that captures our thoughts and reveals our personality.” In a fast-paced, screen-driven world, he believes pens offer something increasingly rare presence. Beyond Business, A Cultural Mission For Majed, the World Pen Show is not merely an exhibition it is an invitation to slow down and rediscover the joy of expression. “Pens are much more than just tools for writing,” he says. “They are companions, silent witnesses to our ideas, our dreams, and our growth.” This philosophy resonates throughout the event, which blends the precision of engineering with the emotion of artistry. Collectors, designers, and newcomers alike find themselves part of a shared journey, one that celebrates creativity, craftsmanship, and community. Inspired by Architecture This year’s edition embraces a bold and elegant theme, Architecture. For Majed, the connection between pens and architecture runs deep. Both require balance, between beauty and function, imagination and discipline. “Architecture and pens share a rich and intertwined history,” he notes. “Pens were once used to design the world’s greatest structures, and today, architecture inspires penmakers to push creative boundaries.” From the sleek lines of modern skyscrapers to the ornate patterns of historic facades, the show invites visitors to explore how form, structure, and emotion can be captured in miniature through pen design. Passing the Passion On More than anything, Majed Al Nasser’s greatest ambition is continuity, ensuring that the love for fine writing does not fade with time. “Interest in fine writing should never be forced,” he says. “It should be nurtured and encouraged.” Through workshops, youth programs, and interactive displays, the World Pen Show encourages younger generations to engage with the art of handwriting. It’s not just about pens, it’s about cultivating patience, focus, and creativity in a world where instant gratification often dominates. At the same time, the show invites adults to rediscover nostalgia, the tactile satisfaction of ink gliding across paper, the quiet focus of journaling, and the artistry of collecting. By bridging generations, the event transforms a traditional craft into a shared cultural experience. A Legacy of Expression As the founder, Majed Al Nasser sees the World Pen Show not simply as an event, but as a living ecosystem, one that connects people through creativity, culture, and craftsmanship. His commitment to the art of writing has helped turn Dubai into a regional hub for pen enthusiasts and collectors worldwide. In a world full of glowing screens, the simple, deliberate act of putting pen to paper remains a profoundly human gesture. As Majed often reflects, “The pen holds a special place in our lives, it connects us to our thoughts, to our creativity, and to one another.” Through the World Pen Show, that belief takes tangible form. It is not just about preserving the tradition of fine writing, it is about celebrating it, ensuring that this timeless craft continues to inspire, evolve, and thrive in the digital age.

The Rise of the “Time Economy” From a Commodity to a Tradable Asset By Jane Stevens Time is the great equalizer. Whether you are a billionaire CEO, a nurse working a night shift, or a student pulling an all-nighter, every human being gets exactly 24 hours in a day, no more and no less. For centuries, this fact has structured how we work, live, and measure productivity. But in today’s hyper-connected and technology-driven world, this age-old framework is shifting. No longer just a finite resource to manage, time is transforming into something far more complex, a measurable, monetizable, and even tradable asset. Welcome to the rise of the Time Economy, an emerging paradigm that could redefine how we value work, leisure, and human potential. From Clock-In to Value Creation The industrial era introduced the time-for-money model, where the longer you worked, the more you earned. This was the world of factory shifts, billable hours, and the 9-to-5 routine, where productivity was measured by the clock, not by results. That system built modern capitalism but now feels increasingly obsolete. Automation and artificial intelligence have unshackled productivity from human labor hours. A machine can produce in seconds what a worker once took days to accomplish. Today, value is less about time spent and more about outcomes achieved. A dentist is paid for delivering a healthy smile, not the 30 minutes spent cleaning teeth. A corporate lawyer is valued for a watertight contract, not the hours logged drafting it. This distinction underpins what many experts call the value economy, where compensation aligns with results rather than with clock time. The growth of freelancing, gig work, and project-based contracts all highlight this shift. “We are witnessing a separation of ‘time worked’ from ‘value created.’ It is no longer about labor hours, it is about knowledge, creativity, and leverage.” Time as a Tradable Asset What makes the emerging time economy so radical is that time itself is becoming tradable, almost like a currency. Blockchain technology has enabled new experiments in tokenization, with startups exploring the concept of “time tokens.” Imagine a developer offering ten hours of coding as a digital token, which could then be purchased, traded, and redeemed. This creates a liquid market for specialized human capital, bypassing traditional corporate gatekeeping. Gig platforms epitomize this same principle, with ride-hailing drivers, delivery workers, and freelancers selling small increments of their time. By breaking time into smaller tradable units, individuals become entrepreneurs of their own hours, piecing together income streams from multiple sources. In the Arab world, particularly in the UAE, this trend is highly visible. Platforms such as Nabbesh and Ureed have become pioneers in the freelance marketplace, helping writers, developers, designers, and translators sell their time and expertise flexibly. These digital marketplaces connect talent from across the MENA region with businesses seeking specialized skills, often on a project-by-project basis. Delivery platforms are another vivid example. Companies like Talabat, Careem NOW, Zomato UAE, and Deliveroo thrive on the micro-transaction model. Riders earn by the minute or hour, monetizing short bursts of labor while giving customers back time they would otherwise spend shopping or cooking. Talabat alone employs tens of thousands of riders across the GCC and processes millions of transactions every month, effectively turning convenience into one of the most valuable currencies of the modern Middle Eastern city. Meanwhile, the Careem story has become emblematic of how regional innovation reshaped the time economy. Launched in 2012 as a ride-hailing platform, Careem quickly grew into a “super app,” adding food delivery, digital payments, and courier services. By 2019, Uber acquired Careem for 3.1 billion dollars, marking one of the largest tech exits in the Middle East. At its core, Careem was not simply a transport company, it was a time-optimization platform, helping millions reclaim hours otherwise lost in commuting and errands. Global and Regional Perspectives The time economy is not a regional trend but a global phenomenon. Experts across industries are weighing in on its implications. Greg McKeown, author of Essentialism, emphasizes that the future of productivity is not in managing time but in how we direct our energy. He explains that the key question is not whether we have time for a task, but whether it is the best use of our attention and creativity. In the world of finance, time is equated with risk. The U.S. shift from a two-day to a one-day settlement cycle is an acknowledgment that shorter time frames reduce volatility. SEC Chair Gary Gensler summarized it by saying, “Time is money and time is risk.” BlackRock’s Larry Fink has gone further, stressing that companies must view time as capital to be invested wisely in innovation and strategy. From a social perspective, the paradox is striking. Sociologist Judy Wajcman has written extensively about how technology, while designed to save time, often leaves people feeling more rushed. A recent Gallup poll found nearly half of American workers report feeling burned out very often or always. Wajcman suggests that convenience technologies encourage us to cram more into our days, often eliminating the very leisure they promised to create. The Gulf is responding in its own way. The UAE introduced new labor laws in 2022 to support flexible, part-time, and remote working arrangements. Dubai’s Virtual Work Program allows international professionals to relocate to the emirate while working remotely for overseas employers, turning time and geography into borderless assets. Saudi Arabia, through Vision 2030, is actively promoting gig and freelance platforms as tools for youth empowerment, while Bahrain is becoming a hub for fintech startups that help individuals manage their time and money more effectively. “Time-saving technologies often create pressure to do even more, erasing the very leisure they promise to deliver.” A Data-Driven Look at Time The numbers underscore the transformation. The global gig economy, valued at 402 billion dollars in 2023, is expected to reach more than 1.6 trillion by 2027. That growth reflects a shift where individual time and skills are monetized in increasingly smaller and flexible chunks. At the same

Powering Tomorrow Lay Ren on OPPO’s AI-Driven Future in the Middle East By Jane Stevens Magnav sits down with Lay Ren, President of OPPO Middle East & Africa (MEA), to discuss how the global technology leader is not just responding to but actively shaping the digital transformation across the region. From creating a new era of effortless communication to pioneering ethical AI, Ren details OPPO’s vision of “Technology for Mankind, Kindness for the World” and its commitment to making advanced technology a universal and deeply personal part of everyday life. The Engine of Digital Transformation For OPPO, contributing to the UAE’s role as a global hub of digital innovation is central to their mission. Ren outlines a three-pronged strategy: deeply understanding local user scenarios, leveraging advanced system-level AI, and ensuring robust hardware protection. “Smartphones are not just vehicles for AI, but the very engines that drive it,” Ren explains. This vision recently materialized with the launch of the Reno14 Series in the UAE, an AI phone specifically addressing social and imaging challenges in the low-light conditions prevalent in the region’s active nightlife. Beyond personal use, OPPO is utilizing its proprietary ColorOS user interface to support the diverse professional landscape. “We are utilizing AI to translate, summarise and transcribe calls in over 20 languages across various communication platforms,” he notes, a crucial tool in a dynamic, multicultural country like the UAE. This commitment is bold: OPPO plans to bring generative AI to 100 million users in 2025, ensuring it is both sustainable and deeply relevant to Middle East customers. From Tools to Personal AI Agents Looking ahead, Ren envisions a fundamental redefinition of the human-technology relationship. The shift will move from passive-operation to active-intent collaboration, where devices evolve into personal AI agents that proactively understand user intent. “Users are not just waiting for the next big thing, they are expecting it,” Ren states. “The future of AI is about providing experiences that are truly intuitive, deeply personalized, and always up to date.” This seamless evolution is realized through ColorOS, which acts as the intelligence layer, unifying all of a user’s devices, watches, earbuds, and tablets for an invisible and continuous experience. This focus on “seamless living” is interpreted at OPPO as an effortless experience across the entire product ecosystem. Key to this is OPPO Connect, a feature enabling robust cross-device collaboration and furthering the concept of Convergence: a future where the possibilities are endless, even when the hardware isn’t. Tailoring Innovation for the Middle East OPPO is deeply committed to tailoring its innovations to the unique demands of Middle East markets. This includes focusing on specific lifestyle and environmental factors. “For the region’s active nightlife and vibrant urban landscapes, our AI Flash Imaging is specifically optimized for low-light and portrait zoom,” Ren details.  Furthermore, recognizing the popularity of beaches and pools, the Reno14 Series offers Underwater 4K Videography, combined with robust IP66/68/69 protection to address common use cases involving water and dust. Beyond product features, OPPO engages in specific market actions like offering pre-order bundles and trade-in programs with trusted local retailers such as Sharaf DG, Emax, and Jumbo, all supported by content captured in real local environments. The New Era of Smart Living Ren further elaborates on how OPPO is shaping the future of everyday life, especially with the rise of smart cities and digital-first lifestyles. OPPO envisions its devices as personal-intelligence gateways and scenario connectors. Centered on a personal AI agent, the goal is to offload complexity to AI. This involves a continuous, evolving service, driven by the powerful AndesGPT engine and anchored by the privacy of the Private Computing Cloud (PCC). “ColorOS will serve as the intelligence layer, seamlessly linking watches, earbuds, tablets, and other devices for an invisible and continuous experience,” Ren explains. This goes hand-in-hand with OPPO’s long-term investment in foundational capabilities, such as communications standards and fast-charging IP.  By collaborating closely with operators and ecosystem partners, OPPO is focused on bringing efficient and secure experiences into urban life across the region, making technology an always-on, enhancing presence rather than a source of friction. Bridging Divides and Upholding Ethics In a globalized society, technology has a vital role in bridging cultural and linguistic divides. OPPO has developed a comprehensive suite of AI tools specifically for this purpose. AI Translate and AI Call Assistant facilitate smoother communication in calls, meetings, and international collaborations, which is particularly important in a cultural melting pot like the Middle East. AI VoiceScribe supports over 20 languages, making foreign-language content easier to comprehend. The company also actively promotes inclusive technology and cultural exchange through initiatives, such as a collaboration with UNESCO. “Technology for Mankind, Kindness for the World will continue to harness technology to contribute towards positive impact on society, aiming for it to serve as a bridge rather than a barrier,” Ren affirms. Finally, on the critical topic of ethical AI and user privacy, Ren underscores OPPO’s significant responsibility. “Our approach is fundamentally grounded in being lawful, compliant, and minimal in data collection,” he asserts. OPPO does not proactively collect personal data from end-users and strictly adheres to local laws. This commitment is backed by systematic security certifications like ISO/IEC and a Private Computing Cloud (PCC), which carefully balances efficiency with security and consistently prioritizes user privacy in all AI developments. A Headline for the Future When asked to summarize OPPO’s long-term vision in one headline about “tech progress,” Ren offers the company’s guiding principle: “Technology for Mankind, Kindness for the World.” This vision is realized through several core principles: human-centered innovation solving real user needs; a deep commitment to an AI-driven future living with monthly AI iterations and a plan to bring generative AI to 100 million users in 2025; global reach with local relevance, evidenced by Middle East-relevant features like night-scene AI imaging and multilingual AI; and a foundational commitment to sustainability and responsibility, aiming for carbon neutrality by 2050. Through these principles, OPPO is not just selling smart devices; it is actively shaping a future where technology is an intuitive, secure, and compassionate force in the lives of people across the globe.

The Wellness Economy The Industry That Earned Trillions By Minahil Rasool Once associated mainly with yoga, pilates, organic food, and spa retreats, the wellness industry has grown into something far more expansive. By blending ancient healing traditions with cutting-edge technologies, it has reshaped how people live, work, relax, and even travel. What was once a luxury is now a global priority. As of 2025, the wellness industry has reached an estimated value of $5 trillion, with projections suggesting even greater growth in the years ahead. It has evolved from being a niche lifestyle category into a central influence on everyday decisions, from how we eat and exercise to how we manage stress, careers, and relaxation. This shift reflects a broader cultural change, where people see health not merely as the absence of illness but as a holistic investment in physical, emotional, and mental well-being. A Post-Pandemic Awakening The COVID-19 pandemic accelerated this transformation, highlighting vulnerabilities in both physical and mental health. Isolation, lockdowns, and digital fatigue intensified struggles with anxiety, stress, and depression, forcing wellness to move from the margins to the mainstream. Practices like yoga, pilates, journaling, and therapy apps became essential for coping, while tracking sleep and monitoring blood levels became part of daily routines. Preventive care and mental resilience became cornerstones of modern living. Breaking the Stigma Around Mental Health This period also dismantled long-held stigmas surrounding mental health. Conversations about anxiety, burnout, and depression, once avoided, became more open and normalized. In response, corporations invested heavily in employee wellness programs, offering therapy access, meditation sessions, and mental health leave. Digital platforms further democratized access, making mental health support available to millions worldwide. What was once taboo became both a profitable and socially impactful frontier in the wellness economy. The Rise of Wellness Tourism With greater awareness came a demand for experiences that nurture both body and mind, giving rise to wellness tourism, now a booming multibillion-dollar subsector. Travelers are no longer drawn only to luxury spas, but instead seek transformative journeys that combine relaxation with cultural immersion and healing practices. From Ayurvedic treatments in India to Mediterranean spa retreats and detox programs in South America, vacations are increasingly viewed not as escapes but as opportunities to recharge and transform. The Debate Healthier People or Wealthier Industry? The wellness boom, however, has sparked debate. While it has expanded access and awareness, critics argue it still caters largely to the affluent, raising concerns of elitism. Expensive detox retreats, supplements, and diet trends often promote a lifestyle out of reach for many, creating a paradox between authentic wellness and curated aesthetics. This raises the question: are we truly becoming healthier, or is the industry simply becoming wealthier? Despite these contradictions, the momentum is undeniable. The wellness industry continues to expand rapidly as people increasingly view health as their greatest asset. The focus has shifted from merely living longer to living better. Whether through mindfulness, biohacking, or wellness-focused travel, the global wellness economy is redefining what it means to thrive in the modern world.

Ramy Jallad Leading RAKEZ into a Future of Resilience and Global Growth By Hafsa Qadeer Ras Al Khaimah Economic Zone, better known as RAKEZ, has become one of the most dynamic business hubs in the United Arab Emirates. It is home to nearly 35,000 companies representing more than 100 nationalities, a true reflection of the UAE’s multicultural spirit and global outlook. With operations spanning over 50 different industries, RAKEZ is no longer simply a place for business registration and licensing. It has transformed into a fully integrated ecosystem that combines physical infrastructure, digital readiness, and people-centric support systems. At the helm of this transformation is Group CEO Ramy Jallad, whose vision has positioned RAKEZ as both a secure anchor for regional supply chains and a launchpad for international growth. Jallad is no stranger to driving change. His career spans aviation, oil and gas, real estate, education, and economic development, with each industry offering lessons in adaptability, resilience, and stakeholder management. When he took over RAKEZ, his goal was not just to manage a free zone, but to reimagine it. “Transforming RAKEZ from a conventional free zone into a fully integrated business and industrial ecosystem was a pivotal moment,” he recalls. “It was not just about infrastructure, it was about mindset. We began treating government services with a business lens: focusing on customer experience, digital accessibility, and post-setup support.” This philosophy has shaped how RAKEZ operates today. For Jallad, the question is not whether global investor reach and local resilience can coexist, but how they can complement each other. RAKEZ’s industrial zones and logistics hubs are strategically connected to major UAE ports and airports, with the future promise of Etihad Rail further strengthening the network.  This allows investors to root their operations in the region while keeping seamless access to international markets. “By building strong regional value chains while connecting to international markets, we help businesses remain agile in a shifting geopolitical landscape,” Jallad explains. It is this ability to balance global opportunities with local security that makes RAKEZ particularly relevant in today’s fragmented world. Another defining feature of RAKEZ’s evolution has been its embrace of digital alliances. One of the most visible examples is its partnership with Amazon UAE, designed to empower SMEs to thrive in the e-commerce space. Through this collaboration, businesses based in RAKEZ gain direct access to Amazon’s seller platform, onboarding support, and training resources such as workshops and webinars.  In an era when traditional globalization is giving way to more regionalized trade models, these digital tools provide SMEs with a bridge to regional and international markets. “With the UAE’s e-commerce industry expected to reach USD 9.2 billion in 2026, SMEs operating in the online space have a huge potential to unlock greater success,” Jallad notes. Partnerships like this show foreign investors that RAKEZ is not only a hub of physical infrastructure but also a facilitator of digital growth. Looking ahead, Jallad confirms that RAKEZ intends to build more such collaborations, equipping its community with the platforms needed to compete in a digital-first economy. What truly distinguishes RAKEZ, however, is its organizational culture. Jallad insists that the key to attracting and retaining global investors lies in building a culture of agility, inclusivity, and client-centricity. Establishing a business with RAKEZ is designed to be efficient, cost-effective, and tailored to different scales of operations. SMEs, for example, benefit not only from affordable workspaces but also from dedicated mentorship programmes, networking opportunities, and access to expert resources that help entrepreneurs grow sustainably.  Larger corporations, on the other hand, are offered bespoke solutions, from customised industrial plots and warehouses to flexible offices and dedicated account managers. “By nurturing this culture of inclusivity and adaptability, we create an environment where businesses of all sizes feel valued, supported, and confident in their ability to thrive,” says Jallad. Over the years, RAKEZ’s sectoral focus has evolved in response to global shifts. While traditional industries such as manufacturing and trade remain strong pillars, new sectors are increasingly defining its value proposition. Advanced manufacturing, logistics, technology, e-commerce, and sustainability-driven industries are now central, with expansions into agri-tech, clean energy, gaming, and digital services. This reflects both global investor demand and regional opportunities. By anticipating where the global economy is headed, RAKEZ positions Ras Al Khaimah as a hub not only for resilience but also for innovation. “The future will be about reinforcing RAKEZ’s role as a partner in progress, helping businesses seize new opportunities and navigate emerging challenges with confidence.” For Jallad, partnerships have been a recurring theme in his career. Under his leadership, RAKEZ has forged collaborations with DHL, Tradeling, Etihad Credit Insurance, and international outreach initiatives in markets like China, India, Russia, Italy, Germany, and the UK. These partnerships extend the reach of RAKEZ companies, allowing them to tap into global opportunities while remaining anchored in the region. “Strategic partnerships have reinforced the importance of building bridges, not just infrastructure,” he remarks. These bridges are especially critical in times of global disruption, as they ensure companies can continue to access both suppliers and customers across continents. Leadership in such a multicultural environment comes with its own set of lessons. RAKEZ’s community represents more than 100 nationalities, making inclusivity both a strategic advantage and a moral imperative. Policies and services are designed with cultural sensitivity in mind, and stakeholder engagement is built on listening and respect. Jallad sees multiculturalism not only as part of RAKEZ’s identity but also as a powerful tool for attracting foreign investment. “For investors, it provides confidence that they will operate in an environment where talent, ideas, and networks transcend borders,” he explains. By fostering collaboration between businesses from diverse backgrounds, RAKEZ ensures that cultural diversity becomes a driver of innovation rather than a barrier. Looking to the future, Jallad identifies sustainability, technology, and regional integration as the three pillars that will shape RAKEZ’s next chapter. With the UAE’s ambitious green economy goals, RAKEZ is expanding eco-friendly initiatives in 2025, including green industrial solutions and renewable energy adoption. Technology and

Khaldoon Khalifa Al Mubarak Emirati Visionary Shaping Global Investments & Football By Rizwan Zulfiqar Bhutta In the fast-paced world of international finance and elite sport, few individuals embody the fusion of vision, diplomacy, and leadership as seamlessly as His Excellency Khaldoon Khalifa Al Mubarak. From Abu Dhabi’s corridors of power to the bright lights of European football, he has established himself as one of the UAE’s most influential figures. As the driving force behind Mubadala Investment Company and the Chairman of City Football Group, Al Mubarak’s work represents not just personal success but the broader ambitions of the Emirates on the global stage. Born in Abu Dhabi in 1975, Al Mubarak was raised in a family deeply rooted in public service and diplomacy. He pursued higher education in the United States, graduating with a degree in Economics and Finance before returning home to play a significant role in the UAE’s modernization. Over the years, he has worn many hats. Within government, he serves on Abu Dhabi’s Executive Council, chairs the Executive Affairs Authority, and is a member of the Supreme Council for Financial and Economic Affairs. On the corporate side, he is the CEO and Managing Director of Mubadala Investment Company, Abu Dhabi’s sovereign investment arm that manages hundreds of billions of dollars across diverse sectors. His chairmanships extend across institutions such as Emirates Nuclear Energy Corporation, Emirates Global Aluminium, and Abu Dhabi Commercial Bank. This dual role, bridging government and business, has made him a linchpin in Abu Dhabi’s strategy to diversify its economy beyond oil while reinforcing its position as a trusted global partner. Investments Across Europe, the UK, and the USA Under Al Mubarak’s stewardship, Mubadala has transformed into a truly global investor. Its portfolio now stretches across technology, infrastructure, healthcare, renewable energy, and financial services, making the UAE a silent yet powerful shareholder in many Western economies. In Europe and the UK, Mubadala has committed billions to life sciences, renewable energy, and cutting-edge technology. A long-term partnership with the UK government resulted in a multi-billion-pound agreement to funnel capital into clean energy, health research, and advanced manufacturing. This reflects Abu Dhabi’s ambition not only to secure economic returns but also to build resilience in industries of the future. In the United States, Mubadala has invested heavily in technology ventures, including self-driving cars, artificial intelligence, and digital infrastructure. The company has also taken positions in healthcare startups and innovation hubs, ensuring the UAE remains at the heart of transformative industries that shape global progress. Al Mubarak’s investment strategy has always been forward-looking. Instead of short-term speculation, he has built a framework around sustainable growth, innovation, and long-term partnerships. This approach mirrors the broader vision of the Emirates: positioning itself as a bridge between East and West, and a central hub for economic innovation. Football Building a Global Sporting LegacyPerhaps no area of Al Mubarak’s leadership is more visible to the public than his role as Chairman of City Football Group (CFG), the holding company that owns Manchester City and a growing portfolio of clubs across the globe. When Abu Dhabi acquired Manchester City in 2008, few could have predicted the scale of transformation that would follow. Under Al Mubarak’s guidance, the club has been reimagined from a struggling Premier League side into one of the most dominant teams in world football. Multiple league titles, FA Cups, a historic Champions League triumph, and even a Club World Cup now adorn its legacy. Yet his vision has extended far beyond the pitch. Manchester City’s revenues have soared past the £700 million mark, with reinvestments fueling stadium expansions, training facilities, and the women’s team. Every pound of profit has been reinvested into the club ecosystem, creating what Al Mubarak himself calls a “financial and economic machine” designed for sustainable success. CFG’s reach now spans continents, New York City FC in the United States, Melbourne City in Australia, Girona in Spain, and Mumbai City in India, among others. These global acquisitions are not merely about branding; they are part of a deliberate effort to create a footballing network that shares resources, scouting, and talent development. In doing so, Al Mubarak has effectively rewritten the playbook of modern sports ownership. Triumphs, Challenges, and the Road Ahead The 2022/23 treble-winning season marked the pinnacle of Manchester City’s achievements under his tenure. But football is a cycle of highs and lows. The following season, the club endured a rare trophyless year, prompting Al Mubarak to acknowledge the need for more aggressive transfer strategies and to reflect on lessons learned. Still, he has expressed full confidence in the leadership of Pep Guardiola and a commitment to rebuilding swiftly. For Al Mubarak, setbacks are part of growth. His focus remains fixed on the long-term, whether that means nurturing young talent like emerging academy players or expanding the club’s presence in global markets such as Asia and North America. The group’s pre-season tours, often played before stadiums packed with tens of thousands, reflect the universal appeal Manchester City now commands. A Broader Emirati Vision Al Mubarak’s career is more than a personal success story; it is a mirror of the Emirates’ evolving identity. Just as Abu Dhabi has transformed itself from a regional oil producer into a global investment powerhouse, Al Mubarak has balanced tradition with progress. His leadership represents the UAE’s ethos: blending economic diversification, international partnerships, and soft power diplomacy. By anchoring sovereign investments in sectors that define tomorrow, while also reshaping football into a global cultural force, he has ensured that the Emirates’ influence resonates not only in boardrooms but also in stadiums and living rooms worldwide. His Excellency Khaldoon Khalifa Al Mubarak is not merely a businessman or a football executive; he is a statesman of the modern global economy. His journey demonstrates how the UAE, through bold vision and strategic investments, has become a central player in shaping industries, communities, and cultural landscapes across the world. From pioneering renewable energy projects in Europe to guiding Manchester City to the summit of world football, his story is one of

TAQA at the Vanguard of the UAE’s Economic Transformation By Jane Stevens As the United Arab Emirates accelerates its shift from an oil-dependent economy to a diversified, sustainable powerhouse, TAQA stands out as a driving force. Founded in 2005 under an Emirati decree, TAQA has evolved into a major government-owned integrated utilities company, power generation, water desalination, oil and gas, with operations extending across 11 countries. 1. Backbone of Domestic Energy & Water Infrastructure TAQA is central to Abu Dhabi’s utilities infrastructure, operating the majority of the emirate’s essential energy assets. In the UAE, it delivers 71% of Abu Dhabi’s electricity and 95% of its water desalination, underscoring how foundational it is to daily life and economic operations. By providing such critical services reliably, TAQA ensures a stable platform on which business, industry, and innovation can build. 2. Financial Strength & Growth Trajectory TAQA’s financial performance in 2024 speaks volumes. The company achieved AED 55.2 billion in revenues, marking a 6.7% increase year-on-year. Its EBITDA rose to AED 21.4 billion, while net income reached AED 7.1 billion. An ambitious AED 9.2 billion in capital expenditure fueled key utilities projects, particularly in desalination and Transmission & Distribution (T&D) systems. Despite elevated spending, TAQA maintained free cash flow of AED 2.6 billion, and Fitch upgraded its credit rating to AA, reinforcing investor confidence in its financial health. 3. Strategic Structural Consolidation 2024 saw a notable organizational milestone: TAQA merged Abu Dhabi Distribution Company (ADDC) and Al Ain Distribution Company (AADC) into TAQA Distribution, streamlining operations and improving customer service across the emirate. Moreover, it fully integrated TAQA Water Solutions (formerly SWS Holding), entering the wastewater treatment and recycled water sectors, adding AED 17.5 billion to its regulated asset base. This vertical expansion further cements TAQA’s role as a comprehensive utilities provider. 4. Renewable Ambitions & Global Expansion TAQA is also rewriting the UAE’s energy playbook with bold moves in renewable energy and international diversification through Masdar and other initiatives. As of the end of 2023, 45% of TAQA’s energy capacity was renewable, including the Noor Abu Dhabi solar plant (1.2 GW), one of the largest single-site solar projects globally and the Al Dhafra Solar PV project, a future world-record holder. By 2030, TAQA aims for 150 GW of gross power capacity, 100 GW from renewables via Masdar and up to 1,300 million imperial gallons per day (MIGD) in water generation, two-thirds using low-carbon RO desalination. TAQA is actively multiplying its international footprint with investments in Spain, Greece, the United States, and the UK, reinforcing its role as both a national asset and a global competitor. 5. Pillar of the UAE’s Broader Economy TAQA isn’t just a utilities operator; it’s a vital backbone of UAE economic development. In 2023, TAQA ranked among the UAE’s top profit-makers: third place, with revenue of around USD 13.5 billion and profit near USD 1.5 billion. Its projects align seamlessly with the UAE’s National Investment Strategy 2031, which aims to double FDI and expand sectors like renewable energy. The UAE’s record-breaking FDI inflows ($30.7 billion in 2023, a jump of 35%) and non-oil GDP expansion (4% growth in Q1 2024) reflect the expanding economic canvas TAQA is helping to paint. Leadership Spotlight, Guiding TAQA’s Vision Behind TAQA’s steady growth and ambitious strategy stands a board and executive leadership team that combines experience, foresight, and deep commitment to the UAE’s national agenda. Two figures in particular highlight how governance and execution intersect at TAQA. Jasim Husain Thabet Group CEO & Managing Director At the executive helm, Mr. Jasim Husain Thabet has served as TAQA’s Group Chief Executive Officer and Managing Director (GCEO & MD) since July 2020, after being elected to the Board in 2019. An energy industry veteran with more than two decades of experience, he has been pivotal in shaping TAQA’s growth into a global utilities powerhouse. Before TAQA, Mr. Thabet was CEO and MD of ADPower, where he transformed Abu Dhabi’s power and water sector through a restructured portfolio of assets. Earlier, as CEO of Tabreed, he spearheaded capacity expansion and drove significant revenue growth. He also plays a prominent role across other Abu Dhabi strategic assets, holding board positions including: Non-Executive Director, Etihad Aviation Group Non-Executive Director, Abu Dhabi Ports Non-Executive Director, Masdar A mechanical engineer by training, Mr. Thabet holds a Bachelor of Engineering in Mechanical Engineering from Saint Martin’s University in the United States. Under his leadership, TAQA has accelerated investments in renewable energy, strengthened its balance sheet, and aligned corporate strategy with the UAE’s long-term sustainability objectives. His ability to merge technical expertise with strategic vision has positioned TAQA as both a national champion and a global player in utilities. 6. ESG Leadership and Sustainable Impact TAQA’s sustainability credentials are solidifying. It issued significant green bonds (USD 1.5 billion in 2023; USD 1.75 billion in 2024) under its Green Finance Framework, with Moody’s giving it a strong SQS2 (Very Good) score. Its MSCI ESG rating was upgraded to ‘A’ in 2024, up from ‘BBB’, reinforcing its green leadership in energy and utilities. TAQA also continues emissions reduction: in 2023, Scope 1 & 2 greenhouse gas emissions dropped 13% YoY (and 19% since 2019), and emissions intensity per revenue fell 16%. TAQA as Economic Keystone and Green Architect TAQA sits at the intersection of economic vitality, energy security, and sustainable innovation in the UAE. Its transformation, from a power and water supplier to an integrated, renewable-forward global utility, mirrors the nation’s broader shift. With the strategic guidance of Vice Chairman Khalifa Sultan Al Suwaidi and the operational leadership of Group CEO & MD Jasim Husain Thabet, TAQA continues to evolve as a global energy player while remaining firmly grounded in supporting the UAE’s national economy. By powering homes, enhancing water resilience, structuring smarter utility frameworks, and investing in clean energy innovations at home and abroad, TAQA is not simply supporting the UAE’s economy, it is shaping it. Behind the numbers lie ambitions: AED 55 billion in revenue, AED 9.2 billion in capex, 150 GW of power capacity by 2030, 1,300 MIGD water capacity, global renewables, ESG milestones, the mark

Desert Gold to Data Gold Abu Dhabi’s $1.5 Trillion AI Ambition By Peter Davis From the heart of the desert rises a new kind of power, measured not in barrels of oil, but in terabytes of data; protected not by walls, but by algorithms. For decades, Abu Dhabi has been synonymous with energy wealth, a global capital powered by oil. But today, a new currency is taking center stage: artificial intelligence. With a grand vision now estimated at $1.5 trillion in value, the emirate is transforming itself into a digital powerhouse, positioning AI as its next great export. At the heart of this transformation are three national champions, G42, the Advanced Technology Research Council (ATRC), and EDGE Group. Behind them stand three influential leaders shaping Abu Dhabi’s technology destiny: HH Sheikh Tahnoon bin Zayed Al Nahyan, HH Sheikh Khaled bin Mohamed Al Nahyan, and HE Faisal Al Bannai. Together, their efforts form the backbone of a sweeping AI strategy designed not only to diversify the economy but to redefine Abu Dhabi’s role in the global order. G42: Building the Nervous System of a Digital Nation G42 is the most visible face of Abu Dhabi’s AI revolution. Often described as the emirate’s “AI superconglomerate,” the group’s reach extends across industries, from health care and energy to cloud computing and space exploration. Its structure reads like a map of the digital economy: Core42 delivers cloud, cybersecurity, and AI infrastructure at scale. Bayanat specializes in geospatial intelligence and smart mobility solutions. Presight powers big data analytics for decision-making. Analog focuses on edge computing. M42 Health drives breakthroughs in genomics and population health. Khazna Data Centers expands the country’s sovereign digital infrastructure. AIQ, a joint venture with ADNOC, applies AI across the energy sector. Space42 and Yahsat Space Services advance Abu Dhabi’s presence in satellite technology and space communications. The strategy is clear: create a fully sovereign AI infrastructure capable of supporting national priorities while simultaneously exporting solutions to global partners. Unlike traditional conglomerates, G42 is not simply in business to profit; it is in business to future-proof the nation. Massive investments underscore this ambition. Multi-billion-dollar deals with global technology firms are strengthening cloud capacity, expanding data center networks, and fostering research in next-generation chips and AI models. Alongside infrastructure, the group is spearheading initiatives to build AI talent pipelines, ensuring the UAE has the human capital needed to lead. In many ways, G42 is building the nervous system of a digital nation, one in which data, not oil, fuels progress. ATRC – Innovation’s Crucible If G42 is the builder, the Advanced Technology Research Council (ATRC) is the thinker. Established in 2020, ATRC consolidates Abu Dhabi’s advanced research programs under a single umbrella, ensuring that bold ideas don’t remain locked in laboratories but instead translate into real-world applications. Its ecosystem is structured around three pillars: ASPIRE, which designs challenge programs and accelerates technology transition. The Technology Innovation Institute (TII), a cutting-edge research arm driving breakthroughs in fields such as quantum computing, robotics, biotech, advanced materials, and AI. VentureOne, a commercialization platform turning research into viable ventures like AI71, QuantumGate, and NabatAI. Through this model, ATRC ensures that Abu Dhabi isn’t just consuming technology but creating it. Its quantum research labs, AI centers, and biotech facilities are laying the groundwork for scientific self-reliance. More importantly, ATRC provides the intellectual backbone for Abu Dhabi’s AI revolution, ensuring that innovation is not imported but homegrown. EDGE – Turning AI into Strategic Capability On the defense and aerospace front, Abu Dhabi has positioned EDGE Group as a symbol of self-reliance and strategic depth. Chaired by Faisal Al Bannai, EDGE fuses AI, advanced manufacturing, and defense technologies to create systems that protect the nation and enhance sovereignty. Its sprawling portfolio covers precision weapons, secure communications, aerospace systems, and even space technology. Entities such as BEACON RED, HALCON, CARACAL, AL TARIQ, SIGN4L, EARTH, and ETIMAD ensure the UAE has indigenous capabilities in defense and aerospace. What makes EDGE particularly distinctive is its philosophy of rapid innovation. Traditional defense firms take years to move from concept to deployment; EDGE’s model is closer to that of a startup, enabling prototypes and systems to hit the market at record speed. By infusing AI into command systems, cybersecurity, and smart weapons, EDGE not only strengthens national security but also positions Abu Dhabi as a global exporter of advanced defense technologies. The Economic Prize: AI as a $100 Billion Engine By 2030, artificial intelligence is expected to contribute roughly $100 billion annually to the UAE’s GDP, about 14% of the entire economy. For Abu Dhabi, this represents a tectonic shift: a future where data and algorithms rival oil in importance. The growth trajectory is staggering. The UAE’s AI market, valued in the low billions today, is projected to reach nearly $50 billion by the end of the decade. This growth is being fueled by cloud expansion, digital government initiatives, and a nationwide embrace of AI across health care, mobility, energy, and public services. Perhaps most striking is the government’s plan to become the world’s first fully AI-powered government by 2027. A $3.5 billion investment program is already deploying hundreds of AI-driven solutions across ministries and agencies, from predictive healthcare systems to automated licensing and permitting platforms. And beyond GDP growth, AI is expected to create 10,000 high-skilled jobs for Emiratis, cementing the technology as not just an economic driver but a tool of national development. How Abu Dhabi Is Making It Happen The success of Abu Dhabi’s AI vision is not accidental. It is guided by a deliberate playbook built on three pillars: investment, talent, and governance. 1. Grand Investment Abu Dhabi’s sovereign wealth arms have dedicated hundreds of billions toward AI and digital infrastructure. From hyperscale data centers to partnerships with international tech firms, the capital inflow ensures that the UAE does not play catch-up but sets the pace globally. 2. Talent Ecosystem AI is only as strong as the people who build it. Abu Dhabi has invested heavily in cultivating a world-class workforce, including the founding of the Mohamed bin Zayed University of Artificial Intelligence

UAE Free Zones’ Impact on Economic Landscape By Hafsa Qadeer The UAE has long been a global leader in economic innovation and diversification. Among its most successful strategies has been the establishment of free zones, specialized business hubs that have transformed the nation from an oil-dependent economy into a diversified powerhouse of trade, logistics, technology, and services. Today, these zones are not just important contributors; they are central to the UAE’s economic identity and global standing. Driving Employment and Talent Development Free zones are one of the largest generators of employment in the UAE. Together, they host more than 60,000 companies and employ over 750,000 people, according to recent estimates. These zones attract both foreign talent and create pathways for Emiratis, aligning with long-term national workforce goals such as Emiratization. Major multinationals like Microsoft, Nestlé, Oracle, and Unilever have chosen UAE free zones as their base, offering residents access to high-paying, knowledge-based jobs. Unlike many free zones worldwide that focus narrowly on low-cost manufacturing, UAE zones emphasize skill development and innovation. Professionals gain international exposure and advanced training, which helps build a resilient, future-ready talent pool. Attracting Global Investment Over 40% of the UAE’s foreign direct investment (FDI) flows through free zones, according to the Ministry of Economy. This level of contribution is significantly higher than in many competing markets. For example, while free zones in countries like Malaysia or the Philippines capture between 15–25% of FDI, UAE zones have become magnets for global investors by offering stability, transparency, and regulatory ease. The result is not only capital inflows but also a surge in local service demand, construction, logistics, finance, and education, creating a ripple effect across the wider economy. Fueling Economic Diversification The volatility of oil markets pushed the UAE to diversify decades ago, and free zones have been the cornerstone of this shift. Today, non-oil sectors contribute more than 70% of the UAE’s GDP, with free zones leading in industries like trade, media, healthcare, and technology. Examples include: DMCC (Dubai Multi Commodities Centre): The world’s top free zone for nine consecutive years, driving global trade in gold, diamonds, and precious metals. Dubai Silicon Oasis: A hub for over 1,000 tech firms, fueling the UAE’s digital economy. Abu Dhabi Global Market (ADGM): A rising financial center ranked among the world’s leading international finance hubs. By comparison, many global free zones, such as those in Latin America, remain highly concentrated in manufacturing or re-export. The UAE’s diversified approach makes it far less vulnerable to global market shocks. Expanding Global Trade Reach The UAE’s location between Asia, Africa, and Europe has always been strategic, but free zones have elevated this advantage into a world-class logistics ecosystem. Jebel Ali Free Zone (JAFZA) alone handles more than $100 billion in trade annually and contributes nearly 24% of Dubai’s FDI inflows. Globally, free zones like Panama’s Colón Free Zone or Singapore’s Jurong Island are highly specialized. Yet the UAE outperforms many by offering multi-industry connectivity, integrated with state-of-the-art seaports, airports, and roads. Post-COVID, this reliability positioned the UAE as a vital link in global supply chains, connecting businesses to over two billion consumers across the Middle East, Africa, and South Asia. Supporting SMEs and Startups While free zones attract Fortune 500 companies, they are also vital for small businesses and entrepreneurs. Zones like RAKEZ and Sharjah Media City (Shams) provide affordable licensing packages, shared office spaces, and accelerators tailored for startups. The introduction of e-commerce and freelance permits has empowered young entrepreneurs, freelancers, and content creators to scale their ventures. Compared to free zones in Europe or the Americas, where setup costs are higher and regulations more complex, UAE zones offer faster registration, lower entry costs, and startup-focused support ecosystems, making them particularly appealing to SMEs. Challenges and the Road Ahead Competition among free zones within the UAE can create overlap, and renewal fees remain a concern for smaller businesses. Moreover, as the UAE has recently allowed 100% foreign ownership on the mainland, free zones must continue to innovate. Globally, free zones are increasingly being measured against digital transformation and ESG (environmental, social, and governance) benchmarks. The UAE is already ahead in this regard, with initiatives such as Dubai CommerCity for e-commerce and green-focused projects like Masdar City in Abu Dhabi, setting global standards. In less than four decades, the UAE’s free zones have rewritten the country’s economic story. They have attracted billions in investment, generated hundreds of thousands of jobs, and created a diversified economic structure admired worldwide. Unlike many international free zones that serve a narrow purpose, the UAE model integrates global trade, innovation, and workforce development. As the global economy evolves, UAE free zones are poised to remain not just relevant but exemplary offering a blueprint for how nations can transform location into strategy, and strategy into sustainable prosperity.

BYD 2025 Leap in the Emirates Ultra-Fast Charging Meets Everyday Life By Michelle Clark In the United Arab Emirates, change rarely arrives quietly. It comes bold, ambitious, and wrapped in the belief that technology should not just keep pace with global progress but define it. Electric mobility is the latest chapter in this story, and in 2025, BYD has emerged as a force that is transforming how Emiratis and residents alike think about cars, convenience, and sustainability. BYD, already the world’s largest EV manufacturer, has taken what used to be luxury-only features, ultra-rapid charging, intelligent driver assistance, and advanced battery safety, and placed them within reach of the everyday driver. For the Emirates, a country that values both aspiration and accessibility, the timing could not be more perfect. A Coffee Stop That Changed Minds Take Ahmed, a 32-year-old marketing manager who commutes daily from Sharjah to Dubai. For years, he resisted buying an electric car, citing the common concern of “range anxiety.” Yet in February 2025, Ahmed finally switched to a BYD Seal after watching a friend plug in at a mall and recharge nearly a full battery in under ten minutes. “One day I was waiting for my takeaway coffee, and by the time it was ready, my car had more than enough charge to get me to Abu Dhabi if I needed,” Ahmed said with a grin. “That was the moment I realised EV life could be easier than petrol.” This anecdote may sound small, but for Ahmed and thousands like him, convenience is not a side note. It is central to daily life in the UAE, where schedules move quickly and every hour saved is an opportunity gained. BYD’s ultra-fast charging technology, capable of replenishing a compatible battery in five to eight minutes, removes one of the last barriers for drivers considering the leap. Families Finding Confidence For Emirati families, trust and safety remain non-negotiable. BYD’s Blade battery, designed with lithium iron phosphate chemistry, has become a symbol of reassurance. Known for its thermal stability and durability, the battery has been tested to withstand the punishing summer heat that defines the Gulf. Fatima, a mother of three living in Abu Dhabi, explained her decision to buy a BYD Atto 3 earlier this year: “My husband and I were cautious about going electric. We’ve all heard stories of batteries overheating in the summer. But when we read about the Blade battery and saw how it performed here, it gave us peace of mind. The kids love the rotating screen, and I love knowing it’s safe.” For families like Fatima’s, the BYD experience is not only about performance but also about confidence. Safety translates into trust, and trust accelerates adoption,  a pattern the UAE has seen across every wave of innovation, from smartphones to digital payments. Businesses Seeing the Numbers If personal experiences provide the emotional case for BYD, business decisions provide the economic one. Delivery fleets, shuttle services, and intercity operators are discovering that ultra-rapid charging isn’t just a convenience,  it’s a financial advantage. Khalid, who runs a medium-sized logistics company in Dubai, shared his experience of electrifying part of his fleet with BYD vans: “In logistics, time is money. Before, our vans would sit for hours on slow chargers. Now, with BYD, they’re back on the road within minutes. It means more deliveries per shift, less downtime, and better profits.” The UAE’s strategy of encouraging public-private collaboration creates fertile ground for such shifts. Agreements, like BYD’s partnership with Safeline Group in 2025, show how fleet adoption can trigger ripple effects across charging infrastructure, training, and service availability,  benefits that extend to individual car buyers as well. Students and Young Professionals Beyond families and businesses, BYD is resonating with the country’s younger population. Students at the American University of Sharjah, for instance, have been discussing the affordability and style of BYD’s Atto 3 and Dolphin models. For many, the idea of driving an EV isn’t only about saving on fuel but about being part of something modern and future-facing. Mariam, a 21-year-old engineering student, explained: “In our generation, we think about sustainability differently. Driving an EV in the UAE feels like being part of the country’s mission. And when the cars are actually stylish and affordable, that makes it easier to convince our parents too!” Intelligent Driving for Everyday Roads BYD’s advances are not limited to batteries and charging. In 2025, the company’s “God’s Eye” driver-assistance suite has begun to reshape expectations. Features like lane-keeping, adaptive cruise control, and automated parking,  once reserved for luxury brands are now standard in BYD models across a wide price range. This matters in the Emirates, where urban life is defined by sprawling highways, dense mall car parks, and fast-moving traffic. Imagine driving to The Dubai Mall on a busy Friday evening. With BYD’s Level Four automated parking, tested in China and now slowly rolling out abroad, the car can park itself with precision saving not just time but the frustration that often comes with city driving. For Emiratis balancing family, work, and social commitments, such features are not gimmicks. They are practical tools that make life smoother. A Portfolio for Every Lifestyle Part of BYD’s strength lies in its diversity of offerings. The compact Atto 3 is well-suited to young families, while the Seal and Sealion appeal to commuters needing longer range for daily trips between Dubai and Abu Dhabi. Plug-in hybrids like the Seal 7 DM-i bridge the gap for those living in buildings without dedicated chargers. Meanwhile, BYD’s electric buses and commercial trucks are beginning to appear on UAE roads, supported by Al-Futtaim’s retail and service network. When one brand can provide both your family car and your business fleet vehicle, it creates a platform for scale and a voice in infrastructure planning that aligns with the UAE’s national sustainability goals. The Human Dimension What makes BYD’s rise in the Emirates particularly powerful is how it blends into everyday human experiences. It’s the father who can drive his

Mardi Stark ShamsiBringing Homemade Warmth to the UAE with Cookie Connection By Jane Stevens In the bustling dessert scene of the UAE, one brand has carved out its place not by scaling quickly or going commercial, but by staying true to the art of homemade baking. Cookie Connection, founded by Mardi Stark-Shamsi, is more than a sweet indulgence—it’s a story of passion, resilience, and community. Balancing a full-time career, motherhood, and a Master’s degree in Healthcare Management, Mardi never set out to become a business owner. For her, baking started as a form of therapy, a way to unwind after long days at work. “I never imagined it would grow into a business,” she admits. But as her cookies began making their way into the homes of friends, neighbors, and eventually strangers, Cookie Connection was born. What sets Cookie Connection apart is Mardi’s steadfast commitment to keeping her products homemade. Every cookie is hand-weighed, baked, and perfected with the same care she would give to treats made for her children or friends. She refuses to trade that personal touch for mass production, even if it means growing slowly. “The little imperfections, the gooey centers, the uneven chocolate chunks are what make them special,” she says. Those homemade cookies also tell a bigger story: one of culture and creativity. Having lived in the UAE for 25 years, Mardi naturally draws inspiration from local flavors. Ingredients like saffron, cardamom, and dates find their way into her recipes, offering a nod to the traditions of the region while surprising customers with fresh interpretations. For her, the process is intuitive: “I let the flavors lead me. Sometimes it works, sometimes it doesn’t, but when it does, it’s magic.” The journey hasn’t been without challenges. Time, above all, was her greatest hurdle. Between raising four children, a demanding career, and orders piling up, there were nights when she baked until 1 a.m. to keep her promises to customers. Logistics, food safety regulations, and the self-doubt that comes with scaling only added to the weight. Yet, messages from customers, “These cookies made my day” kept her going. “My advice to anyone starting out is don’t wait until you’re 100% ready. You never will be. Start small, keep learning, and let your passion carry you.” Mardi’s deep connection to the UAE community is woven through every part of Cookie Connection. Her first customers came through word of mouth, and she continues to see the brand grow through the country’s culture of sharing food and hospitality. Looking forward, she envisions giving back through collaborations with local cafés, community events, and one day mentoring women who want to create something of their own. Innovation remains part of her brand’s DNA, though always grounded in authenticity. Oversized gooey-filled cookies and mini dipping boxes have become fan favorites, but new creations are constantly in the works. Her rule is simple: Would I proudly serve this at my own table? If the answer is yes, it earns a place on the Cookie Connection menu. As for the future, Mardi doesn’t see herself chasing after the title of “big brand.” Instead, she imagines thoughtful growth: perhaps a cozy café, more collaborations with coffee shops, and eventually, workshops or even a cookbook. What she won’t compromise on is the heart of Cookie Connection, the homemade feel that customers have come to love. Cookie Connection is more than just a bakery, it’s a reflection of Mardi Stark-Shamsi’s life, values, and community. From late-night baking sessions to oversized gooey creations infused with local flavors, her cookies carry the warmth of home and the resilience of a woman balancing it all. In every bite, there’s a story of tradition, creativity, and love, a reminder that sometimes, the sweetest success comes not from mass production, but from staying true to your heart.

Beyond Premiums Redefining Insurance with Reem Al Falasi, the UAE’s Youngest Insurance Trailblazer By Peter Davis Life is unpredictable, and with it comes risk. It is only natural to seek protection, a truth that history has shown in many forms, from weapons to financial safety nets. Today, insurance stands as one of the most powerful tools for safeguarding against uncertainty. But is it truly the modern-day answer to all risks and dangers? To explore this question, MAGNAV sat down with Reem Al Falasi, a rising force in the UAE’s insurance industry. Reem’s story is unusual; she quite literally grew up in insurance. Straight out of high school, she joined Liva Insurance, while most of her peers were still unsure about their paths. What drove such a bold decision at such a young age? Reem had already calculated her future. She realised that completing a four-year degree without experience would leave her with little competitive edge at 21. So, in the summer of her final school year, she took a job to gain a taste of real working life. That step changed everything. By autumn, she was enrolled in a bachelor’s degree in Finance at the Higher Colleges of Technology, determined to balance both work and study. Her routine was relentless. Mornings were spent engaging with clients from all walks of life, where she not only built technical knowledge but also mastered the jargon of insurance in both English and Arabic. By 3 p.m., she was heading to her evening university classes, while simultaneously pursuing professional qualifications with the UK’s Chartered Insurance Institute. For four years, she maintained this demanding rhythm. Today, she is one of the youngest advisors of the health and general insurance industry in the UAE with over a decade of industry experience behind her. Her achievements have not gone unnoticed. Reem was recognised as the Best Emirati Employee in the Private Sector by Prime Minister Sheikh Mohammed bin Rashid Al Maktoum, and later won first place in the Nafes Award, presented by President Sheikh Mohammed bin Zayed Al Nahyan. For her, meeting the President remains one of the most treasured milestones of her career, a reminder that every sacrifice and late night was worth it. Clearing the Misconceptions Insurance remains a misunderstood subject. It is often seen as a luxury or dismissed as unnecessary. Reem is passionate about dismantling these misconceptions. “Insurance isn’t a luxury, it’s protection,” she explained. “Even those with the lowest incomes need it, especially when it comes to health, the most vital aspect of life.” She pointed out that in the UAE, medical costs are particularly high due to imported treatments and equipment. Insurance, therefore, is not just a service, it is an essential pillar supporting the country’s healthcare system. Her role, as she describes it, is not simply to sell a policy but to ensure that each one suits the client’s needs and budget. Acting as a bridge between the company and the client, she sometimes even negotiates discounts on premiums to make policies more accessible. The Future of Insurance Looking ahead, Reem believes the sector will become increasingly transparent, with AI technology playing a larger role in analysing risks and simplifying policy terms for clients. But could AI replace human advisors altogether? She answered by stating Al’s role will be most powerful in areas like faster claims automation, fraud detection, and improving pricing accuracy – but never in replacing empathy or trust. “Technology can make us faster, but it cannot make us human,” she notes. She shared that her approach to when someone registers a claim involves carefully revisiting policy exclusions and benefits. Although settlements can drag on for months or years, she works to fast-track legitimate claims by escalating them directly to management. Her advice to policyholders is clear, always read the exclusions, benefits, limits, and warranties. These sections hold the real story of what is covered, and what isn’t. In recent years, the UAE Central Bank has publicly issued fines and suspensions against insurers and brokers for misconduct — a reminder that buyers must stay vigilant and well-informed. But how can buyers spot signs of misconduct?  “False promises are the biggest red flag,” Reem warned. “If an agent promises coverage that isn’t written in the policy, that’s when you know you’re dealing with the wrong company.” When asked which insurance is absolutely vital, Reem did not hesitate, medical insurance comes first. Next, she highlighted auto and home insurance, protecting people’s two most valuable assets, their vehicles and their homes. For entrepreneurs, Business Interruptions, and Liabilities Insurance are non-negotiable. Speaking from personal experience as the owner of Slay Café in Nad Al Sheba, Reem has seen firsthand how the right cover protects both the business and its customers. “Running a business gave me a new perspective,” she says. “It’s one thing to advise clients, and another to face risks directly as an entrepreneur.” She also pointed to the rising importance of climate-related coverage. During the UAE floods of 2024, insured households received compensation for damages, underscoring how vital natural disaster protection has become. By contrast, the COVID-19 pandemic revealed gaps in coverage, with many insurers refusing payouts under the argument that pandemics were excluded. “In truth, some policies did cover pandemics, but many clients simply didn’t know. That’s why reading your policy is critical,” Reem stressed. The insurance industry remains male-dominated, and back in 2012, being a young Emirati woman in the field was particularly difficult. Reem recalls being underestimated and stereotyped. Yet, Instead of being discouraged, these challenges fueled her determination. She consistently proved that knowledge and results outweighed assumptions. Through resilience, she not only earned trust but also helped reshape perceptions of Emiratis in the private sector. Her efforts not only proved her own capabilities but also helped shift perceptions of Emiratis in the private sector. Today, she is sought out as a trusted advisor and regularly gives back as a guest speaker and mentor to young professionals. Her advice to the next generation is both simple and powerful, “Don’t hesitate to try. The first failure to your success

Why “Himalayan Pink Salt” Isn’t Really from the Himalayas and Why It All Comes from Pakistan By Jane Stevens 98%  of all pink salt sold worldwide comes from Pakistan’s Khewra Salt Mine Next time you reach for a jar of Himalayan pink salt in a trendy grocery store or wellness shop, imagine this: the salt inside did not come from the Himalayas at all. In fact, it was mined hundreds of kilometers away, in the Salt Range of Pakistan’s Potohar Plateau. Yet, around the world, it is marketed as “Himalayan,” packaged in sleek containers, and sold at premium prices. The paradox lies in branding. The Real Origin of Pink Salt Pink salt is mined almost entirely in Pakistan’s Punjab province, from the ancient Khewra Salt Mine and the surrounding Salt Range. These deposits, estimated to be over 250 million years old, were discovered during the era of Alexander the Great and are now the second-largest salt reserves in the world. Despite its global label, these mines are not in the Himalayas. The Salt Range lies south of the main Himalayan mountain system, within the Potohar Plateau. This makes the term “Himalayan pink salt” geographically misleading, though it has become a powerful global brand. Pakistan’s Dominance in Supply Industry estimates confirm that 95–98% of all Himalayan pink salt sold worldwide comes from Pakistan. The Khewra mine alone produces nearly 400,000 tons annually. Other countries, including India and Nepal, have minor reserves of pinkish salt, but their contributions to the international market are negligible. Outside South Asia, Bolivia and Hawaii produce their varieties of colored salt, but these are geologically distinct and marketed under different names. Simply put, when a consumer in Europe, the Middle East, or America sprinkles “Himalayan pink salt” on their food, they are almost certainly using Pakistani salt from Khewra. Why Call It “Himalayan”? If the salt is from Pakistan’s Salt Range, why is it not marketed as “Pakistani pink salt”? The answer lies in branding, perception, and commerce: The Power of the Name: The word “Himalayan” was used as a word to evoke images of purity, ancient wisdom, and natural wellness.  A selling name but not true. A false label, yet it was made sellable. For international consumers, it sounded exotic and trustworthy. By contrast, “Pakistani salt” does not carry the same marketing allure. Because of poor projection and management of exports by the representatives in Pakistan.  Wellness and Lifestyle Marketing: The global wellness industry thrives on imagery. Associating pink salt with the Himalayas allows it to fit seamlessly into yoga culture, holistic health, and spa treatments. The “Himalayan” label simply sells better. Global Supply Chain Practices: Pakistan often exports salt in bulk at low rates, sometimes as little as $40 per ton. Foreign companies repackage it, brand it as “Himalayan,” and sell it at thousands of dollars per ton in retail markets. By the time it reaches supermarket shelves, its Pakistani identity is often erased. Pakistan’s Missed Branding Opportunity Pakistan’s role as the sole major source of pink salt is undeniable, but the country earns only a fraction of the profits. Without geographical indication (GI) protection, similar to Champagne from France or Darjeeling tea from India, Pakistan cannot legally demand that its salt be labeled with its true origin. This lack of international branding has left Pakistan dependent on raw exports while foreign companies capture the higher retail value. If Pakistan were to secure GI status for “Khewra Salt” or “Pakistani Pink Salt,” it could elevate the product’s identity and pricing power globally. The Global Pink Salt Craze Beyond kitchens, pink salt has found its way into lamps, bath salts, spa rituals, and luxury décor. Advocates tout its mineral content and potential health benefits, though many claims remain debated by scientists. Still, its aesthetic and symbolic value keep global demand strong. The irony is stark: while pink salt graces fine dining restaurants and yoga studios worldwide, the miners who extract it in Khewra often work under difficult conditions, earning very little compared to the fortunes generated abroad. Setting the Record Straight The truth is simple: there is nothing “Himalayan” about Himalayan pink salt. It comes almost entirely from Pakistan’s Salt Range, not the Himalayas. The label persists because it is powerful marketing, but it masks the real origin and undervalues Pakistan’s role in the global wellness and food industries. Until Pakistan asserts its ownership through branding, GI protection, and international campaigns, the world will continue to sprinkle pink salt on its meals without realizing its authentic story. The mine is believed to have been discovered around 326 BC during the reign of Alexander the Great. Centuries later, it gained commercial significance during the Mughal era, when salt trading began on a larger scale. Its entrance lies about 945 feet (288 meters) above sea level and stretches 2,400 feet (730 meters) deep into the mountain. The underground network is vast, covering an area of about 110 square kilometers (42 square miles). Today, the site stands as Pakistan’s largest source of salt, producing more than 350,000 tons of nearly pure halite each year. The reserves are immense, with estimates ranging between 82 million and 600 million tons.