Unmasking Brilliance: How ‘Dubai Bling’ Catapulted Ebraheem Alsamadi’s Entrepreneurial Ambitions

When I join Ebraheem Alsamadi over a Zoom call on an overcast afternoon in late February, it starts off as the first interview of my journalism career where I have to momentarily slip out of my seat to allow someone else to speak to my interviewee first. After asking his permission to “allow me to be unprofes- sional for just five minutes,” and receiving an animated “Of course!” upon relaying who I want to bring into the call, Alsamadi has a conversation with my mother- who is one among the millions of viewers who’ve watched him on Netflix’s reality show Dubai Bling.

Over the next three to four minutes that I observe the two of them converse, Alsamadi’s affable demeanor reminds me of what he had told me just a week prior, at Entrepreneur Middle East’s Legends of Entrepreneurship Awards. “I believe if I have the blessings of mothers, then I will continue to always be successful,” he’d said.

But this is just one side of the serial entrepreneur’s multi-faceted persona. There are many ways to answer the question “Who is Ebraheem AlSamadi?” Entrepreneur. Creative. Netflix’s Dubai Bling star (“antagonist” some would contentiously say). A filial son. And in his own words, “a multitasker and a visionary.” But in the little over 30 minutes I get to interview him, it becomes clear that to attempt to define Alsamadi in a sentence or two wouldn’t do justice to the amalgamation of experiences that have shaped who he is today.

The biggest product of this journey, of course, is his flagship luxury gifting brand Forever Rose London. Indeed, it was a chance observation during a 2014 trip to China when Alsamadi got introduced to the concept of preserved roses. That eventually led him to Forever Rose London, which at the time was a UK-based family owned artisan florist and events business that supplied lifelong roses to royal palaces in the UK and Belgium. Having already established his own hospitality and retail company Al Samadi Group in the UAE in 2010, Alsamadi saw an opportunity to build Forever Rose London into a luxury concept- a vision that came to fruition when Al Samadi Group acquired the brand in 2014.

Today, with stores across the UAE, Qatar and London, Forever Rose London has been transformed into a one-stop boutique concept that offers long lasting roses (reminiscent of the rose enclosed in a glass bell jar in Disney’s Beauty and the Beast), premium chocolates, specially selected fragrances and Ouds, and a collection of jewelry. “I’m just very observant, and that’s what helped me in my business,” Alsamadi says. “Because as I traveled the world, like Ibn Batuta did, you know, I got things from different places. But I never copy! I always either make it a different concept or I take two concepts and put them together. So the roses I found when I was in China, I found them there at some random place. The chocolate is obviously in Dubai. The cafe was in London when I went to the cafe for the Fendi pop up. Everything I’ve learned was from my travels. And that’s why what’s amazing in Islam is that our Prophet [peace be upon him] said don’t tell me how much you’re educated, tell me how much you travel, because travel is education.”

The “cafe” Alsamadi refers to is the Forever Rose Café, an extension of the brand that he launched in 2020 in both Dubai and Abu Dhabi. Built with intricately designed black and white interiors that give the illusion of sitting in a two-dimensional space -much like the illustrations in a story book- the cafe combines all the existing elements of the Forever Rose brand with a high-end all-day dining experience. Its unique ambience and high quality servings earned it the title of being one of the “Most Instagrammable Cafes” from both customers and media outlets alike. And according to the founder, the fanfare surrounding Forever Rose Café has translated into monetary milestones as well. “It’s been five years now and there has not been a drop in revenue,” Alsamadi says. “With F&B in the Middle East, it’s always like there’s… they call it the six month honeymoon period, and then that’s it. But here it’s not like that. It’s always getting new customers, and it’s becoming interna- tionally known as well. It’s just amazing. So I’m super happy about that.”

^{Source: Forever Rose}

Now, much before the launch of Forever Rose Café in 2020, Forever Rose London had already raked in the moolah- in May 2018, a press release from online business intelligence platform Zawya revealed that the luxury brand had grown by 1,080% and achieved a revenue growth in excess of 300% per annum since its launch. But by then, once again displaying his keen observational skills, Alsamadi had begun to notice signs of the global luxury market slowing down. While multiple factors induced this shift -including economic recessions and currency fluctuations- it was the onset of consumer behaviors that favored online shopping as well as sustainable luxury that Alsamadi was war of. “All of this started to get even worse after COVID-19 because people started to realize “why should we be spending money?” whereas Gen Z were saying they wanted comfortable, affordable clothing,” he recalls. “At the same time, everyone had also begun to order flowers online, and had a “I don’t have to go to the shop” approach. So we were losing [our brick-and-mortar store] customers to Amazon and all these different places. So I said, you know what, they cannot bring an experience to their house! They have to come to the experience. That’s when I thought that if luxury is taking a hit, let me make a cafe for the brand. That way I can attract people to come back to our locations. And I said, let’s do it with the black and white theme. It was a very big risk because it was my first business in F&B -even though I have an extended family business in F&B- but for me it was my first.”

That risk, as we now know, eventually paid off handsomely for Alsamadi. Spurred on by the cafe’s performance, he also launched Forever Oud, a luxury fragrance brand, in 2022. But profitable achievements aside, the founder shares an anecdote on why Forever Rose Café’s success offered him personal vindication as well. “When I first decided to create the cafe, my brother was like, “I’m not going to help you with this business”, but he has experience in F&B!” Alsamadi tells me. “I asked him why, and he told me that he didn’t think it was going to succeed. So I told him, “Shame on you! How can I not do something that succeeds?” And I proved him wrong. I still remember I took my first award for the cafe -the most Instagrammable cafe award- to him and I smirked and walked away.”

That smirk of success still stubbornly positioned on his visage is in many ways a reminder of how personal circumstances have often been the driving force behind Alsamadi’s entrepreneurial pursuits. Indeed, to understand how the 37 year-old has built Forever Rose into the brand that it is today, it is necessary to first get familiar with his 14 year-old self.

Those who’ve followed Alsamadi on social media would know that that was his age when his parents divorced- a life-altering event that led to him becoming the sole breadwinner for his mother and sisters. But in a pleasing revelation, Alsamadi shares that he’d possessed business acumen even before this personal crisis set in. “When I was five or six years old, I used to tell my mom that I would do extra chores in the house to get more money, and I used to create funny businesses for my brother,” he says. “I remember once -I was probably 10 years old- I used to record a menu on a, we had this thing called a boombox back in the day that you can record things on. And this was, like, 26-27 years ago, right? Anyway, I recorded myself speaking a menu on the cassette, because I knew that listening to a menu is better than reading a menu- and that was more lucrative. So I would give it to my brothers, and say something like ‘if you want to order something, I’ll cook this food for you but you have to pay me.'” However, when Alsamadi turned 14, “it wasn’t a game anymore.”

His parents’ divorce meant he had to move out of his father’s wealthy home in Kuwait into a small apartment in the US, which is where Alsamadi’s mother is originally from. To sustain the household as a teenager, he began selling clothes on American e-commerce platform ebay from his mother’s apartment. His first deal was selling a pair of Levi jeans which he had bought for $10 at a price of $20. That business stint was one among many different odd jobs Alsamadi worked to support his family. “All of a sudden it was about making something to put my mom in a place where she was before,” he says. “Because when she left my father she left everything behind- the cars, the villa, the jewelry, everything. She started from zero and I thought why should she have to sacrifice everything, because she wants to be alone. You shouldn’t have to…just because you don’t want to be with someone doesn’t mean you have to change your way of life, right? So I was like I need to work. So I began pushing myself and found ways to make money. I was very determined, and…I wasn’t a normal teenager. I wasn’t able to go to the cinema with my friends because I was trying to save money. It was the ultimate struggle even to the extent that I went to go learn karate, to learn martial arts, because I was like I have to defend my mom now if something happens. I need to know how to fight, I have to protect my mom, I have to protect my sister. I’m responsible! So I took that responsibility at a very early age. I don’t think any teenager should have to go through what I went through but it was something that I did.”

^{Source: Forever Rose}

Having battled a series of challenges as a teenager rewired his mindset towards life and, by extension, business, notes Alsamadi. “It was challenge after challenge after challenge, but slowly I started to kind of enjoy them,” he says. “That became kind of crazy. Because if it wasn’t challenging, I didn’t want it. I wouldn’t want a business if it wasn’t challenging for me, which started to become a bit insane. Like, why would I want such a challenge? But I would go looking for it, thinking, “Wait, what? Why is nothing going wrong?” Sometimes it’s almost like we need problems for us to solve them so we can feel accomplished, you know?”

In many ways, it was this risk-taking mindset that encouraged Alsamadi to take the path of becoming a reality TV star on Netflix’s hit show Dubai Bling- a role that he swears he took on solely for the sake of his businesses. “I never thought I would be famous nor did I seek it, but I knew I needed to have credibility,” Alsamadi shares. “So initially I had to be on social media for people to trust me and to work with me. So what was amazing when I was approached for the show is that it was called Dubai Life. And they said, it is going to be a show for successful businessmen. So I thought, “This is it! This is going to be my show!” But then I found out that there’s going to be other people and it’s called Dubai Bling. And I was like, oh my God, what did I get myself into? But I’m a true believer of something my father said, which is to follow the waves to where they take you. Don’t go against it because you get tired. So I said, let me try it but I told them I’d do it on one condition: you have to film my businesses. You film my businesses, we’re going to have a show. You don’t film my businesses, we’re not going to have a show.”

That was in 2022. Today, three successful seasons of the show later, Alsamadi has not only earned himself a sea of admirers and well-wishers, but garnered the credibility he sought out to get for Forever Rose. “Before, whenever I would go internationally to get a meeting with, let’s say , big companies, I would have to wait for the meeting…one week, two weeks, three weeks,” Alsamadi says. “But now there’s this attitude of “we’ll do it right now, whenever you want.” The ball’s in your court. So it gave me more credible opportunities, which is very good. It’s priceless.”

But well before the Netflix fame catapulted Forever Rose’s reputation and brand value, some thrifty decision-making from Alsamadi had already set the course for its future growth. Part of this involved a staunch stance to not have external investors pouring capital into the company. “Every penny I make, I just reinvest it, and I keep my spending to a minimum,” he says. “I only spend on necessities. Even when I first started doing business, I didn’t mind traveling in economy. I was very smart. Because, with the amount of travels that I do, it’d have been crazy if I traveled first or business class every time. So I sacrificed my own comfort for the company’s success and capital, because I didn’t want to rely on anyone. I didn’t want to get an investor. Imagine you get an investor just so you can have better spending and you travel with your team and you travel business and you spend extra money. But then you have to report to an investor. So I said, no, I would rather sacrifice my comfort. But at least I know that I own the company and I don’t have to report to anyone!”

By this stage, I have already asked Alsamadi half the questions I’d prepared for this interview. And in each of his answers, and the body language that accompany them, there is an excitement and passion that almost oozes out of the screen. So, for someone who has been an entrepreneur for over 13 years, has there ever been a moment when Alsamadi felt his creative juices dry out? “Absolutely not!” he replies almost instantaneously.

“What’s even crazy is that it multiplies every single day. You know, my vision is actually that I’m building Forever Rose to sell it. So we’ve started franchising. We sold at least 20 franchises in the past month, and we’re going to be selling a lot more franchises internationally. And I want to build like 100 franchises worldwide. And then I want to sell the entire company. I’ve already gotten hints that some people will be willing to pay up to US$200 million for my company. So if I take $200 million, what I’ll do with that… I mean, that’s double my net worth… I’ll keep that money. It’s not going to change who I am. I’m not going to buy anything else other than what I already have. But whatIwanttodois-Ilovetheartof creating…”

Amid the stunning revelation that he wants to eventually sell the brand he’s owned for over a decade now, Alsamadi then begins describing what his next business venture will look like. “So I want to open a creative business agency where basically people come to me and they’re like, “Listen, I have AED100,000- what can I do with it?”, and I’ll tell them what they can do with it,” Alsamadi explains. “And I kind of want to make it [a model] where I’m not going to charge you for my advice until you succeed. Because I think that the world is better when people do what they’re best at doing. You know, if you love to write, then you’re a journalist. If you love to cook, then you are a chef. If you love to take care of people, then you’re in the hospitality industry. So for me, I genuinely love creativity. I love to sit there and to tell someone this is the name of the brand [they’re thinking of creating], and see what they think about it. I love people’s reactions! So when I can sell creativity to people, I will get to sit in an office, meet new people and change their lives. That way I have a double impact. I have the impact of changing someone’s life, and I’ve also created income for my business and the employees that are working under me. So that way something from this brain has been sold.”

^{Ebraheem AlSamadi with his mother Khadejah Dowd. Source: Forever Rose}

While the dream of owning such a consultancy is perhaps only a distant one for the time being, Alsamadi has already applied his creative prowess to building a brand for the most special person in his life: his mother, Khadejah Dowd. In January this year, to help her battle the listlessness that comes with being all alone at home, Alsamadi launched Call Your Mother Cakes, a boutique cake brand that offers custom-made cakes that encapsulate the concepts of love, family, and honoring mothers. “I always remember my mom making cakes for my siblings and me, and baking, so I asked her, ‘Mom, what if we open a business called Call Your Mother Cakes?'” Alsamadi recalls. “She was like, yeah, sounds good. So we talked about it for a long time, but I didn’t tell her I was doing anything. I just surprised her with it because we talk about a lot of business, but we never do it. But I wanted to make sure that I do it, and it’s going well because it keeps her busy. She’s not actually making the cakes. We have a team, but she’s actually following up and checking and making sure, you know, the sales and everything is going well.”

^{Ebraheem AlSamadi with his Forever Rose team. Source: Forever Rose}

Now, at the beginning of this feature, there were four aspects of Alsamadi’s story that I’d outlined (and eventually elaborated upon): entrepreneur, creative, a Dubai Bling star, and a filial son. But all of those titles have become attached to him courtesy the work he’s done hitherto. But what about the Ebraheem Alsamadi of the future? How does the man himself hope he will be remembered decades from now? “I always want to be remembered as the boss that treated his employees as family,” he says. “I hope every time people remember me, they say “my boss was like my brother.” And I want to be remembered as the person who is always putting a smile on people’s faces. You know, I like to see people happy. If someone’s crying in front of me, even if I don’t know them, I get hurt. So I want to be that person, that businessman, the boss that gave back to the community and didn’t only think of himself. I want to be remembered as the person who thought about everyone else before he thought about himself.”

Creating Pathways: How Art-Secured Lending Provides Liquidity to the Art Market

The fine art market is not only a space for collectors but also an evolving financial landscape where passion intersects with sophisticated investment strategies. J.P. Morgan Private Bank notes an increasing interest in unlocking liquidity from art collections through art-secured lending. This enables art collectors to pursue new investment opportunities, acquire new art, or invest in other assets, all without parting with their treasured artwork.

During volatile markets, an artwork above the mantle can feel more reliable than owning stocks or bonds. You can enjoy living with it, and fine art, particularly in the blue-chip arena, can maintain or even grow its value over time. As such, art has become a unique asset class, combining significant emotional value with financial potential.

Unlike traditional assets such as stocks and bonds, art is a relatively illiquid investment. While it may appreciate over time, selling an artwork at the right price and moment can be a challenging endeavour. This inherent illiquidity creates unique challenges, however art-secured financing offers a way for collectors to optimize their wealth strategies, allowing art to become part of their overall wealth plan.

Lending is critical for a fully functioning art market. We have recently seen an increase in clients using their art collections as collateral for loans to grow their collections. Nowadays, many art purchases are financed through loans, at least temporarily, to address liquidity issues.

A possible explanation might be that, given the current art market, selling may not be the best option. There is also the emotional value of art: for many collectors, selling is simply not an option—these artworks often hold deep personal significance or have been treasured as family heirlooms passed through generations.

Lending against art can offer a way to unlock liquidity without relinquishing ownership. Leveraging art-secured lending ensures financial flexibility while keeping valuable collections intact.

Advantages of lending

There are thus three important advantages of financing. For collectors interested in building their collections, it can unlock liquidity with existing artworks in their collection, or “liquidity without liquidation.”

Secondly, it allows clients to maintain their collection while exploring other “non-art” investment opportunities without having to sell the art.

Lastly, lending offers flexibility in a longer-term wealth plan, by bridging potentially short-term liquidity needs or providing more structural leverage for longer-term capital requirements, allowing the client to have options on how to achieve their wealth objectives. Blue-chip art, in particular, tends to retain its value over the years and can provide meaningful collateral for lenders for longer tenor financings.

Art as collateral: a growing trend

J.P. Morgan Private Bank takes a tailored approach to art-secured financing. We focus on well-documented, high-value artworks by established, blue-chip artists with a strong market presence.

The focus lies on artworks that have a track record of sales and are recognized in the art market. For our clients, we can lend against various mediums, provided they meet our minimum value requirements and are held in acceptable jurisdictions and structures. By leveraging our global capabilities and network, we help clients assess the financial potential of their collections and structure loans that align with their broader wealth plans.

The global art-secured lending market has seen significant growth in recent years, reflecting the increasing recognition of fine art as a viable financial asset. Deloitte’s 2023 Art & Finance Report estimates the total value of privately held art collections at $2.174 trillion in 2022, with projections reaching $2.861 trillion by 2026.

The market for luxury asset-secured lending – covering art, but also yachts and jets – has grown also. Trends in luxury asset-secured lending include larger loan sizes (e.g., as yachts have gotten larger, so have the loans to finance them) and a more developed lending ecosystem. There’s also a growing acceptance of these assets as collateral by more financial providers, reflecting their increasing recognition as valuable assets.

How does J.P. Morgan Private Bank assess value?

We work with a variety of external professionals in the market to thoroughly evaluate an asset’s value, examining comparables and factoring recent transactions when possible. In the art market, factors such as provenance and artist reputation are crucial. For yachts, factors like brand, condition, and market demand play a significant role.

It is thus important to note that we assess the value and risk of a luxury asset financing by evaluating a client’s overall financial health and balance sheet, typically requiring personal, corporate, or trust guarantees to secure the loan.

Timeless Craft: How Sustainability-Driven Goals Have Shaped 90 years of Khansaheb Group’s Journey in the UAE

Not many homegrown brands in the UAE can say that its story has been intertwined with the nation’s own tale of growth the way Khansaheb Group can. Indeed, the Group, founded in 1935 [during the Trucial States period which granted Britain control over the region’s foreign affairs and defense while allowing local sheikhs to govern internally] as a contracting company by Khansaheb Hussain bin Hassan Amad, has been a pivotal figure in shaping the UAE’s landscape (quite literally) even before the seven emirates united to form the country as we know it today. The clocktower roundabout Khansaheb Group built in 1969, two years before the UAE’s formation, is today the easily recognizable landmark in Dubai’s Deira area. Other notable constructions from the Group include the iconic dome-roofed Sharjah Airport (built in 1975), the Trade Centre underpass on Dubai’s Sheikh Zayed Road (built in 1994), as well as Dubai’s first church, St. Mary’s Church (built in 1967).

Over the years, in a bid to innovate across different industries in the UAE, Khansaheb Group’s business verticals expanded into a plethora of markets including civil engineering, bespoke contracting, industries, properties, facilities management, property management, lifestyle and dynamic advanced training. “Khansaheb is more than just a name; it represents a legacy built on trust, excellence, and commitment to the UAE’s development,” says Managing Director Abdulrahman Khansaheb. “This year, we proudly celebrate 90 years of shaping industries, communities, and careers. At the heart of everything we do is our guiding principle: “Driving Change, Empowering Lives.” This reflects our dedication to innovation, sustainability, and creating lasting positive impact—whether through our projects, our people, or the communities we serve.”

^{Khansaheb built the iconic Clock Tower roundabout in 1969, now a major intersection in the heart of Deira. Source: Khansaheb Group}
Notable mentions among the Group’s subsidiaries include Khansaheb Properties’ inaugural project, Mirdif 35 (the ’35’ in the name honors the company’s founding year), a premier lifestyle center situated in the heart of Mirdif in Dubai; as well as Clemenceau Medical Center, a Dubai-based fully equipped, state-of-the-art medical center. There is also the popular Mall of the Emirates which the Group’s subsidiary Khansaheb Civil Engineering built for Emirati holding group Majid Al Futtaim in 2005. Within the organization’s lifestyle division is an array of brands across F&B, fitness, and customized luxury furniture, including Trouvaille, a restaurant that offers a fusion of French comfort food and Lebanese flavors; Pizza Ghost, which specializes in authentic Neapolitan pizzas; and Sol Pilates, a ladies-only pilates studio located at the aforementioned Mirdif 35 center.

Here, Khansaheb adds that while monetary milestones have certainly dictated the addition of several business subsidiaries over the years, there’s been a bigger deciding factor. “Revenue generation is a key business objective, but emphasis is on the fact that each business vertical is an essential pillar to provide value add offering,” explains Khansaheb, who is also the Chairman of Clemenceau Medical Centre Dubai. “Our strength lies in diversity, resilience and adaptability in an evolving market. Our subsidiaries contribute collectively to our success, allowing us to provide integrated solutions across industries. As Managing Director of Khansaheb Group, sustaining growth of our diverse business verticals is one pillar of my strategic directions, yet our vision to excel as dynamic, diversified, and differentiated group must always be served. Our legacy comes with responsibility to continue driving innovation, operational excellence, and long-term value for our stakeholders.”

^{Dubai’s first church, St. Mary’s Church, was built in 1967 by Khansaheb Group. Source: Khansaheb Group}

But being at the helm of a company that has one eye on the future but also carries 90 years of history, brings with it a challenge that is unique to decades-old businesses: teetering between innovation and tradition. Khansaheb believes the answer to this dilemma actually lies in taking a page out of Khansaheb Group’s past. “Our success has always stemmed from a combination of heritage, adaptability, and a commitment to excellence,” Khansaheb emphasizes. “Over the past 90 years, we have evolved with the UAE, aligning with its vision for sustainable and innovative growth. By staying true to our values while embracing modernization, we set an example for Emirati businesses to balance tradition with forward-thinking strategies.”

However, one value that has been common between its past achievements, present operations, and future goals is that of sustainability. “Sustainability has always been a part of our ethos, but in recent years, we have integrated it into every aspect of our operations,” Khansaheb notes. “From our perspective, sustainability means responsible growth, while balancing economic success with environmental and social impact. Whether through green building solutions, energy-efficient systems, or circular economy practices, we continuously add products and services within our portfolio to build a more sustainable future.”

^{Clemenceau Medical Centre Dubai is a fully equipped, state-of-the-art medical center, designed to offer patients one of the most innovative treatments and technologies available in the region, in a safe, compassionate environment. Source: Khansaheb Group}

Indeed, over the years Khansaheb Group’s strategies have been deeply rooted in addressing environmental issues and social challenges. Over the years, some key environment, social and governance (ESG) policies have been at the forefront of the Group’s expansion- these include reduction of consumption of natural resources and waste, giving back to the local community the company operates in, improving the wellbeing and skill levels of its staff, as well as creating an effective supply chain that improves overall operations. In keeping up with this tradition, in February this year Khansaheb Industries, a subsidiary of the group which manufactures sustainable, energy-efficient heating, ventilation, and air conditioning (HVAC) products, partnered with 75F Middle East, a building management system that harnessed the power of internet of things (IoT). Through this collaboration, 75F aims to enhance Khansaheb Industries’ HVAC systems with its advanced IoT-driven technology in a bid to significantly improve energy efficiency and indoor air quality. “Our partnership with 75F Middle East represents a major step in redefining HVAC efficiency,” Khansaheb says. “We continue to pioneer this area by leveraging IoT-driven smart climate control systems, and we are reducing energy consumption and optimizing indoor air quality and. This aligns with our dedication to creating solutions and services that transform businesses, and to our commitment for a sustainable future for all.

^{The partnership signing between 75F Middle East and Khansaheb Group. Source: Khansaheb Group}

Unsurprisingly, Khansaheb knows a thing or two about what it takes to imbue impactful ESG regulations into a large-scale organization. “One of the biggest challenges in ESG adoption is achieving the right balance between regulatory compliance, operational efficiency, and long-term sustainability,” he shares. “At Khansaheb, we tackle this by embedding ESG principles into our business strategy, ensuring alignment with global best practices while maintaining our core values of trust, responsibility, and excellence.”

But for such a strategy to trickle into every branch of a company, it is necessary to upskill the employees first, notes Khansaheb- an approach that falls in line with the Group’s aforementioned ESG tenets. “For us, initially, success was about growth and operational excellence, but today it extends beyond financial performance to include sustainability, technological innovation, and creating long-term value for our employees, clients, and the wider community,” Khansaheb says. “We thus cultivate alignment within our organization through continuous learning, leadership development, and fostering a strong company culture. We invest in team members who are innovative, adaptable, and committed to excellence. Integrity and teamwork are equally important, as we believe our success is built on a foundation of shared values and collaboration.”

^{In 2017, Khansaheb’s lifestyle division was established with the launch of Mirdif 35 lifestyle centre. Source: Khansaheb Group}

So intrinsic has the concept of sustainability been to Khansaheb Group’s growth trajectory, that the Managing Director notes it will define its future paths too. “There are a number of key trends that are shaping the industries we operate in, and the first of those is sustainability and net-zero goals, which have led to an increasing demand for green buildings and energy-efficient solutions,” Khansaheb says “The second is smart Infrastructure and IoT, and overall digital transformation in construction and property management. The next trend is the move towards circular economy and waste reduction- a shift that has led to a stronger focus on responsible resource management. Finally, of course, there is artificial intelligence (AI) and automation, which will enhance operational efficiency across industries. As such, all of these trends also align with our long-term vision and will drive the future of our business.”

Khansaheb is thus eager for what the future holds for the Group. “As we celebrate 90 years of excellence, we are focused on expanding our portfolio across all business verticals, strengthening sustainability initiatives through innovation and added product and service offering, and leveraging digital transformation to enhance efficiency,” he declares. “We remain committed to shaping a future that is sustainable, technologically advanced, and aligned with the UAE’s growth ambitions. To achieve this, we will continue to honor our traditions by staying true to our founding principles of trust, quality, and service while embracing modern technologies, sustainability, and digital transformation. Our approach is to innovate without losing sight of what has made us successful for the last nine decades!”

Dtec Forum, Powered by Entrepreneur Middle East, Returns on April 16, 2025, to Explore the Power and Potential of Proptech

The latest edition of Dtec Forum, powered by Entrepreneur Middle East, will be held on Wednesday, April 16, 2025, from 9.30am to 2.00pm at Dtec Auditorium, Upper Ground Floor, A5 Building, Dubai Digital Park, located in Dubai Silicon Oasis (DSO).

Entitled “Unlocking the Future: The Power and Potential of Proptech”, the event is free and open for attendees who can register here: https://lu.ma/500ed4lo

As a partnership between Dubai Technology Entrepreneur Campus (Dtec), the largest tech hub and coworking space in the MENA region, which is an initiative of DSO, a member of Dubai Integrated Economic Zones Authority (DIEZ), and Entrepreneur Middle East, this edition of Dtec Forum is the latest in a series of educational events for entrepreneurs that will be running through the course of this year.

“As a key enabler of Dubai’s innovation ecosystem, Dtec is proud to host the latest edition of the Dtec Forum to explore the evolving role of Proptech in real estate. With the Dubai Economic Agenda D33 positioning digital innovation as a driver of economic growth, this forum will showcase how technology is enhancing efficiency, sustainability, and operational excellence across the sector. By bringing together industry leaders, investors, and startups, Dtec continues to foster an environment where Proptech solutions can scale, reinforcing Dubai’s position as a global hub for smart and sustainable urban development,” said Hans Henrik Christensen, Vice President at Dtec.

“We are delighted to continue our years-long partnership with Dtec and, for this particular event, we are excited to explore the intersection of innovation and real estate. This event isn’t just about technology, it’s about unlocking smarter solutions, driving efficiency, and creating spaces that enhance how we live and work. I’m looking forward to hearing more from entrepreneurs who are shaping the future of property through bold ideas and transformative tools,” says Wissam Younane, CEO, BNC Publishing.

The upcoming Dtec Forum will explore how Dubai, which seeks to become a global hub for real estate innovation, has developed its property technology (Proptech) sector – aiming to attract entrepreneurs to build, test, and expand their Proptech solutions out of the emirate.

The nascent but rapidly growing Proptech sector is expected to contribute to the Dubai Real Estate Sector Strategy 2033, which aims to increase transactions, attract international investors, and position Dubai as a top property investment destination, as well as the Dubai Digital Strategy, which aims to digitalize all aspects of life in the city.

This event brings together public and private sector leaders to help SMEs and startups understand the potential of Proptech innovation and how it will change the way how buyers, sellers, and agents interact with properties.

9.30-10.00
Registration

10.00-10.05
Opening words by Entrepreneur Middle East

10.05-10.15
Welcoming address by Dtec

10.15-10.30
Keynote by Badr Buhannad, Chief Corporate Support Officer, Dubai Integrated Economic Zones Authority
How Dubai Integrated Economic Zones Authority supports the growth of Proptech innovation.

10.30-10.45
Keynote by Dr Mahmoud AlBurai, Director, Dubai Land Department
Learn how Dubai fosters a regulatory environment that accelerates the adoption of emerging technologies, enhancing the efficiency, sustainability, and accessibility of Dubai‘s real estate sector.

10.45-11.30
Panel: “VC Insights: Investing in Proptech Solutions”
Mohammed Omar Khan, Principal, Oraseya Capital
Jonathan Lahyani, General Partner, The Lab Ventures
This panel will delve into the rapidly evolving world of Proptech and its transformative impact on the real estate industry, allowing you to gain insights from top venture capitalists on what it takes to build, fund, and scale the next big Proptech breakthrough.

11.30-13.00
Case Studies – Dubai‘s Most Innovative Proptech Enterprises
Property Finder
Silkhaus
ProTenders
Prop-AI
Takeem

13.00-14.00
Lunch and networking

With the organizers expecting an overwhelming response for the event, interested attendees are advised to secure their place at the forum by registering HERE: https://lu.ma/500ed4lo

UAE Makes Announcement on Tax

As part of its continuous efforts to enhance the investment environment in the UAE, the Ministry of Finance has announced the issuance of Cabinet Decision No. 34 of 2025 on Qualifying Investment Funds and Qualifying Limited Partnerships for the Purposes of Federal Decree-Law No. 47 of 2022 on the Taxation of Corporations and Businesses, which replaces the provisions of Cabinet Decision No. 81 of 2023.

The new decision aims to attract more investments and promote the growth of the national economy.

Among the most significant provisions of the new decision is the introduction of a favourable tax treatment, ensuring that investors deriving income from a Qualifying Investment Fund will not be subject to UAE Corporate Tax on the income derived through the fund, provided that the real estate asset threshold (10 per cent) or the diversity of ownership conditions are not breached.

Additionally, the new decision offers greater flexibility, granting QIFs a grace period even after the first two years of establishment.

This grace period allows them to remedy any breaches of the diversity of ownership requirements, provided such breaches do not exceed an aggregate of ninety days in a year or if they occur during the liquidation or termination of the fund.

Further enhancing the tax framework, the new decision stipulates that any breaches of the diversity of ownership requirements will only impact the investors responsible for the breach and will not disqualify the overall fund as a QIF, provided that the relevant exemption conditions are met.

Furthermore, any breach of the real estate asset threshold for a QIF will result in only 80 per cent of the real estate income derived through the fund being subject to UAE Corporate Tax.

Similarly, investors in a Real Estate Investment Trust (REIT) will only be subject to tax on 80 per cent of the real estate income derived through the REIT.

This aligns with the regulatory distribution requirements applicable to REITs in the UAE, ensuring consistency across tax and regulatory frameworks.

Foreign juridical investors in REITs and QIFs (that meet the relevant conditions) that distribute 80 per cent or more of their income within nine months of the financial year-end are only required to register for Corporate Tax on the date of the dividend distribution.

This streamlines compliance procedures and reduces administrative burdens for foreign investors.

Lastly, the new decision introduces a new provision allowing certain limited partnerships to qualify for effective tax-transparent status, provided that they meet the necessary conditions.

This ensures that the UAE promotes global best practice for the taxation of such specific partnership structures.

The decision reflects the UAE government’s commitment to providing an attractive investment environment that is flexible and simplifies compliance requirements for investors, thereby maintaining the UAE’s status as a leading investment hub.

The Hidden Epidemic of Social Contagion

Imagine walking into a meeting where you can sense the tension. You can see your manager’s shoulders are rigid and raised, you can hear their voice short and direct, and before long you notice your own heartbeat speeding up and feeling like you’re on edge, even if you don’t know exactly what situation you’re dealing with.

It’s not your imagination – stress can spread through a team like a virus. In fact, researchers have found that just by observing someone in a stressful situation can trigger the release of cortisol (the stress hormone) in our own bodies.

In today’s workplace, where 80% of us report feeling stressed during the day, this “stress contagion” often feels baked into the culture. We’ve all seen how one shortly written email or a tense Zoom call can put an entire team on edge. But, if it’s not dealt with, that contagious stress isn’t just unpleasant – it can wreak havoc on our well-being and a business’s bottom line.

Chronic workplace stress is more than a personal problem; it’s been deemed a public health concern with serious consequences for organizations. Studies in Europe cite job stress as the second-most reported health issue among workers, contributing to absenteeism, low commitment, poor job performance, and mental and physical health problems. In the U.S., job stress is estimated to cost companies over US$300 billion a year in health expenses, lost productivity, and turnover. In other words, when stress travels through a team, it leaves a trail of burnout, mistakes, and missed opportunities. Leaders aren’t immune either – and importantly, their stress doesn’t stay with them. Recent research confirms that managers “transmit” stress to their employees, with effects that can be measured even a year later. In a large multi-year study, stressed leaders in a Danish municipality passed their tension on to subordinates, and notably, this impact was detectable twelve months down the line (though it did tend to fade after a couple of years). The authors called managers the “nerve centers” of their teams – when a leader is in distress, the whole team’s well-being is at stake.

This domino effect of stress helps explain why a sour mood at the top can trickle down an entire organization. Psychologists often refer to emotional contagion, the process by which people “catch” feelings from one another. It happens most powerfully face-to-face, but studies show emotions spread even through video calls, emails, and other virtual interactions. Importantly, this contagion works for both negative and positive emotions. If a leader is anxious and irritable, their team will likely absorb that anxiety; if the leader stays calm and optimistic, those feelings can also circulate.

Neuroscience gives us sobering insight here: when we’re under acute stress, our brains experience an amygdala hijack – the fight-or-flight center takes over, diverting oxygen from our thinking brain. It’s been likened to losing 10-15 IQ points temporarily, as our ability to reason and make decisions plummets. Not only does a stressed leader risk clouded judgment for themselves, but their team’s collective decision-making and creativity may suffer as well. In contrast, a positive or relaxed team vibe isn’t just “feel-good” fluff; research finds it brings with it better employee attitudes, problem-solving, and performance.

So, what can be done to break the cycle of stress contagion? The encouraging fact is that if stress is contagious, so is calm. This is where the role of somatics – an awareness of the body and its sensations – comes into play. Our bodies often broadcast stress louder than our words do. (Ever realize you’d been unconsciously clenching your jaw or hunching your shoulders all day?) In leadership, these nonverbal signals matter: over 90% of emotional communication is nonverbal, through body language, facial expression, and tone . Your team can “read” your stress in a jittery pace, a slammed laptop, or a terse tone – and they will often, without thinking, mirror it. For example, if you as a leader walk into the room with a clenched posture and crossed arms, people may interpret defensiveness or anger and start to feel uneasy themselves. The flip side is powerful: by consciously grounding yourself and projecting more open, calm body language, you create a ripple of ease that others can pick up on. We intuitively take emotional cues from those around us, so a leader who is embodied – present in their body, aware of their state – can set a healthier emotional tone for the whole team.

Somatic awareness starts with tuning into your own physiology. The moment you notice signs of your stress rising (a racing heart, shallow breath, tight chest), instead of pushing through, pause. Techniques from somatic therapy and mindfulness can be surprisingly effective in these moments. Something as simple as taking a few slow, deep breaths can shift you out of panic mode. (In fact, clinical research shows that slow, paced breathing and taking a longer exhale than inhale significantly lowers cortisol levels.) You might plant both feet on the floor and feel the support of the ground or your back on your seat – a simple grounding technique to calm the nervous system. These practices work by telling your body it’s safe, flipping the switch from the “fight or flight” response toward the “rest and digest” state. Leadership coaches who specialize in somatics often teach that while you can’t stop the initial jolt of stress (your biology will react – we’re human!), you can recover faster. By using your breath and posture, you effectively shorten the ‘amygdala hijack’ and return to clarity more quickly. Instead of spending all day in a frazzled state that everyone around you catches onto, you regain calm and convey steadiness.

Over time, leaders who cultivate this kind of somatic intelligence find that it creates a buffering effect in their teams. Challenges will always arise – tight deadlines, business setbacks, the client from hell – but how you embody the response makes a difference. Do you tighten up and broadcast panic, or take a centering breath and address the issue with composure? Your team is watching, and feeling, your answer. As one CEO put it, “ignoring the power of mood… means losing an important opportunity to influence outcomes”. Forward-thinking businesses are beginning to recognize that training leaders in emotional resilience and body-based self-regulation isn’t a luxury, but a strategic investment. Supporting managers’ psychosocial well-being (think coaching, workshops on stress management, somatic leadership training) pays off in more resilient teams. It’s much easier to ride the waves of a tough quarter when your team isn’t also juggling secondhand stress from their boss. And when employees see a leader handle pressure with grace – maybe they take a mindful pause instead of lashing out – it sends a powerful message that managing stress is part of the culture. That kind of emotional modeling can begin to shift the whole workplace ethos toward healthier norms.

Finally, it’s worth reflecting on your role as a leader in setting the emotional climate. Ask yourself: What vibe do I bring into the office on a Monday morning? When a crisis hits, how do my body and tone respond, and what do my people pick up from me? Do I give my team “permission” to pause and breathe by doing so myself, or am I inadvertently telegraphing that everyone should panic because I am? These aren’t always easy questions, but they’re necessary ones. By developing somatic awareness, you gain a sort of internal “pause button” – a chance to notice your stress, take a breath, and choose a different response before it spreads. The impact of that choice is profound. You break the contagion cycle at its source (in you), and in doing so, you become the kind of leader whose calm is infectious. In a world where stress may be inevitable, contagious calm just might be the best antidote.

The Executive Selection: RM UP-01 Ultraflat Ferrari by Richard Mille and Ferrari

In 2022, Richard Mille and Ferrari delivered their first masterpiece, the RM UP-01 Ultraflat Ferrari – a watch just 1,75 mm thick, stunned industry observers and fans from both brands.

Now, the second creation from this partnership reinvents Richard Mille’s most complex high- complication format, the tourbillon split-second chronograph, through a dynamic creative exchange between Maranello and Les Breuleux to create the RM 43-01 Tourbillon Split-Seconds Chronograph Ferrari.

The RM 43-01 Tourbillon Split- Seconds Chronograph Ferrari is limited to 75 pieces in microblasted and polished grade 5 titanium with a Carbon TPT® caseband; and 75 in Carbon TPT®, a lightweight and durable thin-ply composite used exclusively for Richard Mille.

The Executive Selection: Milena Aesthetic Clinic

Milena Aesthetic Clinic helps you write your own beauty and success story.

They achieve this by combining innovative technology with a team of highly skilled professionals who are dedicated to your well-being. The clinic offers a comprehensive range of non-surgical aesthetic treatments, catering to diverse needs and goals- from skin rejuvenation, body contouring, to having any aesthetic and health problems, like hair loss or acne, they have a solution for you.

Our pick is the popular HydraFacial treatment that cleanses, exfoliates, and infuses the skin with nourishing serums, leaving you with a radiant glow.

The driving force behind Milena Aesthetic Clinic is dermatologist and aesthetic doctor. Dr. Milena Mansuri. But she is not just a leading cosmetic doctor, but also a sought- after speaker at prestigious international conferences and an official trainer for industry giants like Ellipsis, Cutera, and Endolift.

Ready to embark on your own journey of beauty and self-improvement, visit Milena Aesthetic Clinic, Al Safa 1, Sheikh Zayed Rd, Mardoof building, Block C, Second floor, Office 218.

Source: Milena Aesthetic Clinic

Tune In: Dyson OnTrac

Dyson OnTrac headphones offer custom Active Noise Cancellation and up to 55 hours of immersive listening, which basically keeps you tuned in for up to two weeks on a single charge.

With 40mm, 16-ohm neodymium speaker drivers and advanced audio signal processing, the headphones deliver every note with precision.

The headphones reproduce frequencies from as low as 6 Hertz to as high as 21,000 Hertz, providing deep sub-bass that you can feel, and clear highs at the upper end of the frequency range.

Meanwhile, the speaker housing tilted 13˚ towards the ear for a more direct audio response.

The MyDyson app, includes real-time sound tracking that monitors in-ear and external volume, alerting you to potentially harmful levels.

The MyDyson app also enables you to choose between three custom EQ modes: Bass Boost, Neutral and Enhanced.

Additional features include Head Detect whereby sensors detect when earcups are removed from the ears, to automatically pause your audio.

Audio resumes automatically once replaced. As well as Intuitive Joystick, which allows you to easily play, pause, skip, fast forward and rewind tracks, or hold down for voice commands.

With over 2,000 customizable color combinations for outer caps and ear cushions, each ear cushion is crafted from ultra-soft microfiber and high-grade foam for superior comfort and acoustic seal.

Multi-pivot gimbal arms and a uniquely positioned battery in the headband ensure balanced weight distribution.

Enduring Roots: How Ajmal Perfumes CEO Abdulla Ajmal is Leading the Brand He Inherited from His Late Grandfather Towards Bigger Milestones

Ajmal Perfumes, a fragrance house with a portfolio of over 300 scents and perfumes, may have launched in the UAE in 1976, but the brand’s origins date back to 1951 in India’s metropolitan city of Mumbai. Upon learning about the monetary benefits that could be gained through the trade of Oudh (a fragrant and resinous wood, also known as agarwood, used in incense and perfumes), the late Haji Ajmal Ali gave up his family business of rice farming to launch the first Ajmal Perfumes shop in Mumbai’s bustling Crawford Market. It was right around then that the founder decided that the brand would not outsource any aspect of its operations, and instead follow a farm-to-fragrance approach. 74 years later, today, his grandson and Ajmal Perfumes’ current CEO Abdulla Ajmal has stayed entirely true to that decision. “Our farm-to-fragrance approach is not just about sourcing ingredients; it’s about maintaining full control over quality, sustainability, and innovation at every stage of perfume creation,” Ajmal declares. “This journey began with my grandfather, the late Haji Ajmal Ali, who understood that to truly create something exceptional, we needed to control our own raw materials. Unlike many perfumers who source oud from third-party suppliers, we own and manage over 10 million agarwood trees in Assam, India, ensuring a sustainable, ethically harvested, and high-quality supply of one of the most prized ingredients in perfumery—oud.”

But this model isn’t restricted just to sourcing Oudh, Ajmal continues. “Our vertically integrated model extends across the entire value chain, from harvesting raw materials to perfume formulation, production, bottling, distribution, and retail,” he says. “This level of control allows us to create unique fragrances that maintain consistency and authenticity, while also enabling us to innovate faster than many competitors and also maintain an edge in pricing. Having a farm-to-fragrance model isn’t just about controlling raw materials; it also plays a crucial role in how we market our perfumes and connect with our end consumers. Today’s customers, especially the new generation, value transparency, storytelling, and experience. We don’t just sell perfumes—we sell stories of heritage, craftsmanship, and innovation. So will this model change? Not really. If anything, we’re strengthening it further by expanding our duty-free retail presence and exploring new distribution channels to reach untapped markets.”

^{Source: Ajmal Perfumes}

Indeed, as the third-generation leader of this family business, Ajmal has already solidified the company’s presence in more than 50 countries with over 300 exclusive retail outlets. However, taking on the mantle of CEO didn’t come without prior C-Suite experience for Ajmal- from 2017 to 2022, he was the Chief Operating Officer (COO) at Ajmal Perfumes. “As COO, I used to be more involved in operations, ensuring everything ran smoothly, whereas as CEO, my focus has shifted to vision-building and making decisions that impact not just today, but the next 10, 20, or even 50 years of Ajmal Perfumes,” he notes. “As much as you’d think being CEO means you’re the boss, you are—but not in the way most imagine! The role is less about day-to-day execution and more about ensuring long-term growth, navigating challenges, and keeping the team motivated. My day starts early, often with a moment of gratitude—for the legacy I’ve inherited, the team I work with, and the opportunities ahead. Then it’s straight into meetings, reviewing business performance, exploring new markets, and making strategic decisions. Some decisions, like expansions or partnerships, require deeper deliberation because they shape the brand’s future. Others, like product innovation, move faster because agility is key in this industry. We have the capacity to manufacture between 65,000 and 85,000 units per day. On exceptional days, we have even exceeded 100,000. Our key target markets at the moment are Saudi Arabia, the United States, and India. These regions have shown strong demand for our unique fragrance offerings, and we are continuously expanding our presence there while exploring new opportunities globally.”

Perhaps unsurprisingly, this people-centric approach that has shaped Ajmal’s personal leadership pattern is one that has been imbibed from the brand’s heritage. “We’ve been around for over 70 years, and if there’s one thing I can say with certainty, it’s that culture shapes longevity,” Ajmal says. “For starters, what defines us is that whether it’s our team, partners, or customers, relationships come first. Many of our employees have been with us for decades because we invest in people, not just roles. We are also committed to ethical business practices. For instance, we are known for being punctual with payments—a trait that might seem minor but has built us a reputation as trustworthy business partners. Finally, while we deeply respect our heritage, we always look to the future. We’ve taken the essence of our traditional perfumes and reimagined them for today’s consumers, which is why we remain relevant across generations.”

The balance between tradition and modernity is thus deeply linked to striking the right balance between company innovation and customer centricity, notes Ajmal. “Fragrance is deeply personal; what one person adores, another might find overwhelming,” he says. “It’s an art form rooted in tradition but driven by innovation, and for us at Ajmal Perfumes, balancing consumer feedback with our creative vision is a constant, exciting challenge. We approach this in two ways: listening and leading. We listen to our consumers, considering their evolving preferences, cultural inclinations, and purchasing behaviors. Simultaneously, we lead by bringing innovation to the forefront, introducing new scent compositions and experiences they might not have imagined but will fall in love with.”

One manifestation of this approach has been Ajmal Perfumes’ Untold Stories collection: five distinct scents, titled “Chapters”, that were created by five globally renowned perfumers, namely Maxime Exler, Dalia Izem, Benjamin Bélizon, Nathalie Lorson, and Coralie Spicher and Fabrice Pellegrin. As such, at the heart of this project was a goal to showcase how perfumery can redefine the essence of individuality and creativity. “Our Untold Stories collection is a statement of innovation,” Ajmal says. “We collaborated with five global perfumers and gave them complete creative freedom—no briefs, no restrictions. We wanted them to craft their dream fragrances, unrestricted by commercial constraints. The result is a series of unexpected, boundary-pushing creations that remain true to Ajmal Perfumes’ DNA. For us, innovation in perfumery is not just about new scent profiles—it’s about creating emotional connections, redefining rituals, and making perfumery more immersive.”

^{Rooted in the philosophy that individuality is the purest form of originality, Ajmal Perfumes’ Untold Stories collection offers five distinct Chapters, each shaped by the personal inspirations of five perfumers. Source: Ajmal Perfumes.}

To aid Ajmal Perfumes’ quest for breakthroughs in perfumery and achieve greater customer satisfaction, the brand has also started leveraging artificial intelligence (AI). “One of the ways we’re exploring AI is in helping people find their perfect scent,” Ajmal reveals. “Choosing a perfume is deeply personal, and sometimes, people don’t know what they like until they smell it. AI-driven scent profiling can change that. Imagine walking into a store or shopping online, and instead of testing dozens of perfumes, an AI tool guides you to the one that truly matches your personality, mood, and preferences. It’s a way to make fragrance discovery more intuitive and personal rather than overwhelming. Another exciting space is how AI can change the way people experience perfumes online. Fragrance shopping has always been about physically trying scents, but as e-commerce grows, we need to bridge that gap. AI can help us create a more immersive digital experience—one where you can explore scents through interactive mapping, understand the notes in a way that feels sensory, and even discover new preferences without ever spraying a tester.”

The CEO then notes that AI has also been instrumental in creating more effective pathways in scent-making. “Traditionally, perfumery is a long process—fine-tuning formulations, experimenting with ingredients, getting everything just right,” he says. “AI allows us to speed up some of that groundwork by analyzing how ingredients interact, predicting outcomes, and helping us refine compositions faster.”

But with all the benefits that AI provides, none of it will ever be enough to replace the human-centric operational model that has always been central to Ajmal Perfumes’ legacy, Ajmal assures. “AI is an incredible tool, but at Ajmal Perfumes, it’s here to enhance what we do, not replace the human touch,” he adds. “AI can help us analyze trends and patterns, but the magic of a great fragrance will always come from creativity and experience. At the end of the day, AI isn’t about taking away the craft—it’s about making the experience better, smarter, and more personal for the people who wear our fragrances.”

It is this mindset that Ajmal will hold onto as he prepares for a promising 2025. “This year is about growth, innovation, and expanding our global footprint,” he says. “We’re bringing new fragrance concepts, deepening our offline presence, and reimagining how consumers experience perfumes. Expect exciting tech-driven innovations that make scent discovery more immersive. We’re also focusing on Western markets, introducing our heritage ingredients like oud to a new audience while adapting to evolving preferences.”

^{Abdulla Ajmal, CEO, Ajmal Perfumes. Source: Ajmal Perfumes.}

As he embarks on this new journey of growth, Ajmal shares that in the midst of the changes that come within the perfumery landscape, it is his grandfather’s values and legacy that continue to anchor his leadership decisions. “My grandfather, Haji Ajmal Ali, built this brand from nothing, and his lessons continue to guide me,” he says. “He believed in putting family first, creating opportunities, and thinking beyond just trading—he didn’t want to sell perfumes; he wanted to build a lasting legacy. His vision was about craftsmanship, integrity, and making an impact. He saw perfumery as more than a business—it was about storytelling, honouring traditions, and pushing boundaries. I carry that forward by blending heritage with innovation, ensuring Ajmal stays rooted in its origins while evolving for the modern world. Whether it’s expanding into new markets, adopting AI, or fostering collaborations like Untold Stories, the goal remains the same: to not only create fragrances, but experiences that resonate across generations. His ambition shaped Ajmal, and I see my role as continuing that journey while adding my own chapters along the way.”

‘Trep Talk: Abdulla Ajmal, CEO of Ajmal Perfumes, shares tips for entrepreneurs

Value your people “Your team, partners, and customers shape your journey. Invest in relationships, not just transactions.”

Embrace diversity “The UAE thrives on it, and different perspectives drive innovation.”

Stay open to learning “Build a team that challenges you, not just agrees with you. Success isn’t just about building a business; it’s about building a legacy.”

Never shoot the messenger “Honest feedback is priceless. Listen, adapt, and grow.”

Stay rooted but adaptable “Honor your heritage but be willing to evolve. Business isn’t about staying still; it’s about moving forward with purpose.”