Humans + AI: Why Collaboration -Not Replacement- Is the Future of Creative Work
Will artificial intelligence (AI) replace us? That’s the question echoing across society – and for good reason. The rise of generative AI began as a thought experiment, but is now a headline-dominating reality. What was once theoretical is now showing up in job descriptions, creative briefs and national strategies.
AI can design, write, speak and even reason, to a degree. And with each leap forward, our existential unease grows. Are we building tools to assist us, or replace us? Is this empowerment or obsolescence? The fear isn’t just economic – it’s philosophical. What happens to meaning, to value, when a machine can do the work we once thought defined us?
And it seems these concerns are well founded. Goldman Sachs estimates that generative AI could disrupt up to 300 million jobs globally. A 2024 Pew Research Center study found that over half of US professionals believe AI will eventually replace their roles. And according to the Mohammed Bin Rashid School of Government, 55% of Dubai government employees express concern about AI displacing jobs.
Across the creative industry, we see AI tools bring instant solutions for tasks that used to require days or weeks of coordinated effort across entire teams. Design, writing, marketing and media workflows are being reshaped – by AI that can spin out brand identities or video ads on demand – raising real questions about the future of the creatives.
The tension is real. The tech is real. So is the fear.
But like many tech-driven fear cycles before, we believe this take is oversimplified. Not wrong – but warped. The replacement narrative is based on a misunderstanding of what creative work really is, and on a misreading of how AI actually works when paired with humans.
The core of creativity isn’t production – it’s interpretation. About knowing when to follow the rules and when to subvert them. It’s about tone, timing, subtext and culture.
It’s the difference between a campaign that “looks good” and one that actually resonates. AI can mimic form, but it doesn’t understand emotion. It can produce content, but it can’t grasp context. And inspiration – the unpredictable spark that drives originality – doesn’t come from a dataset. It comes from experience.
This isn’t nostalgia talking. It’s backed by data. Research from MIT Sloan shows that humans and AI each excel in different areas – and it’s indeed not always more powerful for them to work together. But in some fields, man and machine collaboration brings us superpowers.
In creative fields such as design, writing and content, teams that paired AI with human input consistently outperformed those using either alone. “When the task requires creativity and the generation of novel ideas, human-AI collaboration tends to deliver the best outcomes,” the study concludes. The future isn’t about replacement. It’s about rebalancing.
AI has a place in creative work. Used right, it is a powerful accelerant. But we need to follow this logic: Let machines do what they do best: draft, iterate, generate at scale. Let humans decide what matters, what lands, what’s worth sharing.
As a founder working in the high-speed world of media and web3, I have tried multiple AI tools. And every time, it’s the same: Fast output, but always needing to be second guessed. Sometimes the first draft is good. Often, it’s generic. It might say the right words, but perhaps not in the right way or the right order. That last 20% – the difference between done and effective – is where human judgment still reigns.
That’s the principle and model behind my latest project – Hum(AI)n Assets, a Dubai-based creative production platform. Our goal is to combine generative AI’s rapid production capabilities with the irreplaceable creative judgement of human professionals, streamlining content creation without sacrificing quality. Our clients submit a brief, choose a deadline and budget, and we deliver high-quality creative assets – images, videos, copy – fast. The AI handles the heavy lifting; our human team polishes it to perfection.
The difference is not just speed – it’s trust. We eliminate the long feedback loops and high costs of traditional agencies, but also avoid the flat, soulless output that often comes from AI-only solutions. Our hybrid model gives users the best of both worlds: the momentum of automation and the integrity of expert craftsmanship.
Collaboration, not replacement. And that’s not just theory.
Our early users are already seeing results. Brands and creators on our early access list are discovering how Hum(AI)n Assets can help them build content faster, skip unnecessary meetings, and tell their stories better. The platform adapts to their workflow – whether they’re running a campaign, building a brand, or just need content done by tomorrow.
Despite fears and AI anxiety – the opportunity is clear, especially in a region that is investing heavily in AI as a core pillar of its future. The UAE has positioned itself as a global AI leader, with PwC projecting AI to contribute $96 billion to the national economy by 2030.
With initiatives such as the recently announced AI campus, potentially the world’s largest – it’s clear that the UAE is aiming to become a global leader in AI. But with that scale comes responsibility. We must do our part to build collaborative workflows where output is optimized, but also human dignity, purpose and contribution is protected.
AI will indeed transform every industry it touches. The creative field just happens to be one of the first to feel it. The last time we saw a shift like this was the rise of the internet – when content became instant and global, and distribution outpaced editorial control.
AI is doing the same, but faster. If left unchecked, it could flood every feed with sameness, strip out nuance and reward quantity over quality. But used right – designed thoughtfully – it will give creators superpowers. Reduce burnout. Expand access. Speed up good ideas without flattening them.
We’re not afraid of the future. But we are determined to shape it.
The Walk With Raffa | MDLBEAST is Roaring Saudi’s Cultural Storm
It’s not every day that you watch Guns N’ Roses tear up a stage in Riyadh, with tens of thousands singing their lungs out under the desert skies.
Here we are: after Gimmix, local young band performing a 30 min energizing intro to the legends, next to me, as the crowd sways to Welcome to the Jungle, is Ramadan Alharatani, CEO of MDLBEAST, grinning like someone watching a dream he once scribbled on a napkin come to life.
We’re walking between backstage tents and tunneled pathways: while the music is loud and vibrating, what Ramadan’s built in just a few years is a pure, roaring cultural storm.
“We didn’t just start a festival. We unlocked unity and the opportunity of enjoying life, together.”
I asked him how MDLBEAST started. He doesn’t give me the polished company story. Instead, it’s this, “In 2019, we knew social change would have been the most difficult. So, we threw a party – Soundstorm. We hoped maybe 50,000 people would come. 400,000 showed up. We knew then: this wasn’t just an event. It was a bringing together these pockets of diverse communities together and enjoying openly, outside their homes or private parties, without music being a taboo for anyone.”
That first Soundstorm, just outside Riyadh, was a cultural jolt. It wasn’t just music. It was a unique moment. Special and different. It was people – young and old, conservative and rebellious, male and female – finally now flying out but hearing their own rhythm echoed back at full volume, at home. “It was all about people dancing together, being together, enjoying with no taboos. At that liberation point, that moment meant a lot for us. It was a cultural change similar to the one Americans experienced with the Woodstock of ’69 or the break of the Berlin Wall for German people. We didn’t know that a music festival would have been one of the strongest means to change a nation and open doors to a new creative scene.”
Raffaella Campagnoli and Ramadan Alharatani, CEO of MDLBEAST.
Since 2019, when the Saudi Entertainment Company launched the Seasons all over the Country organizing event spaces mainly by licensing international IPs, MDLBEAST has only grown. It’s grown inside Saudi Arabia, with Saudis, as a change catalyst, supported by local and international communities. Last year, almost 450,000 people attended Soundstorm.
At one point, Ramadan gestures toward the crowd. “This? This is Saudi Vision, live and loud.”
And he’s right. MDLBEAST is a direct response to Saudi Arabia’s bold national transformation plan – a push to diversify the economy, empower the youth, seeing the first ever Saudi female DJs on set, and build a vibrant cultural and creative scene that reflects the energy of its people. It’s not just about concerts. It’s about a country daring to evolve into the creative scene – and doing it, unapologetically.
By 2030, creative industries are planned by Saudi Vision to represent up to 1% of Saudi’s GDP. As entertainment industry internationally positioned and (for now) directly operating only in KSA, their ROI is way higher than expected: in 2023, MDLBEAST ecosystem created almost 2B SAR opportunity to the local economy (estimation for 2024 is a +15% contribution vs 2023) with a 40% contribution to travel industry, 17% to entertainment and 16% to hospitality.
“We’re aligned with government goals, yes. As part of the quality of life improvement journey, our drive is grassroots. This is the unseen mega-project which we are proudly building every year bigger.”
While starting alone the first music festival in Jeddah back in 2019 and being exposed to music education and collecting CDs back in the US where he studied while listening recorded MTV mixes when back home for the summer break, Ramadan now operates with a structure of 200 employees and leverages on a network of over 7,000 people each year, leapfrogging the music ecosystem across different productions, from stage riggers to sound techs to emerging Saudi DJs.
“We’re not just centralizing culture in the capital. We’re spreading it—north, south, east, west. If Saudi is going to evolve, everyone needs to feel it.”
MDLBEAST events are popping up in Jeddah, AlUla, Neom, DGDA and smaller towns we wouldn’t expect. The Seasons are spreading around many locations almost all year long: I was personally impressed by the incredibly cultural movement MDLBEAST is creating. Never, ever seen such a diverse crowd, dancing together and singing like there is no tomorrow. Fearless, empowering diversity and gender mix, boosting freedom in an unbelievably powerful multi-directional journey.
It’s not just about EDM either. You’ll see jazz nights, traditional fusions, orchestras, indie showcases, and yes – rock legends and young local rock bands like tonight. The sound is diversifying, just like the audience. We are opening new hospitality venues. Indeed, he goes: “next time, I will invite you soon to our new vinyl cigar lounge or to our Attaché Restaurant in DQ where you will try out the new vibes”.
MDLBEAST operates as a private company with a creative mission and collaborates as ecosystem main creative player with major government entities such as the Ministry of Culture – Ramadan sits on the Music Commission Board – GEA, Ministry of Tourism, STA, RCRC, DGDA, Red Sea. The company is now syncing music into other cultural moments like F1 in Jeddah, Formula E in Diriyah, Fashion Futures, and the Red Sea Film Festival. Music isn’t just a layer anymore: it’s central to how Saudi tells its story while enlarging the industry ecosystem from sound to a multi-industry perspective.
“Whether it’s racing, cinema, or couture—we ask: what’s the sound of this moment?” Backstage, I ask about the “what’s next.” Ramadan doesn’t talk about bigger fireworks or headliners.
“We’re building an industry. You don’t get transformation from one good party. You get it when you give people a way to live and grow through it.”
Together with an amazingly young and passionate team, MDLBEAST is developing as a broad and multi disciplinary ecosystem play, impacting on the people of now and preparing the new generations to the new Saudi. Education, support, acceleration, mentorship, sponsorship, international growth of local talents are within its mission. That means activating a set of capabilities converging into MDLBEAST cultural storm, such as, on top of the events:
• XP Music Futures: part conference, part scene-building lab. Artists, execs, tech heads – all discussing and exchanging ideas in Riyadh every year since 2021;
• The BEAST HOUSE: MDLBEAST’s incubator for local talent where music production, sound engineering, even event logistics happen;
• MDLBEAST Records, progressive and independent Saudi Arabian label set up to release, distribute and amplify unique sounds. From empowering local & regional scenes to releasing anthems from the biggest international dance artists;
• MDLBEAST RADIO, bringing all over the main cities in the Kingdom the best beats, hottest tracks, and latest hits from across the globe, with a special spotlight on Saudi music legends in the making;
• MDLBEAST Foundation, fostering, in alignment with the Ministry of Culture, a human centric music industry that promotes well being, sustainable practices and a more conscious music ecosystem through innovative and educational initiatives and research.
By now, the encore has started. People are dancing. Phones are out, selfies are thousands. Ramadan’s watching the crowd more than the stage. I ask what this all means to him, personally. He’s quiet for a beat. Then: “I think of a 17-year-old kid in Tabuk, hearing this and thinking, ‘Wait – I can be part of this?’ That’s when you know you’re doing something real. Music education has started last year in elementary schools for the first time. This is a huge, historic, milestone for our nation.”
MDLBEAST is filling a space that didn’t exist before – a place where culture, identity, unity, freedom and ambition converge. And where being Saudi means more than it did yesterday.
As we walk back out toward the cars, someone yells “Ramadan!” and waves. He smiles, embraces friends and smiles with them. He might not be a global celebrity – however – to a generation, he’s part of the reason the lights are finally on and the volume is finally up!
Paradigm: Meet Alex Zagrebelny, the Developer Who Wants your Home to Heal you
Alex Zagrebelny isn’t your typical real estate developer. As the founder and sole proprietor of R·Evolution Group, his approach to architecture leans less on square footage and more on philosophy—well-being, sustainability, and a deep-rooted connection to nature. His latest project in Dubai, Eywa – The Tree of Life, is a bold experiment in what residential spaces can be when we stop designing for status and start designing for the human experience.
Located in the heart of Business Bay, Eywa rises along the widened curve of the Dubai Water Canal, offering unobstructed views of Downtown and the Burj Khalifa. But it’s not the skyline that defines this building—it’s what’s happening inside.
Eywa trades in traditional luxury cues—like marble lobbies and valet service—for something more elemental. There are crystal gardens and structured water systems, cascading terrace waterfalls, and interiors layered with natural stone, greenery, and sunlight. Each unit is its own sanctuary: floor-to-ceiling windows invite daylight to sculpt the spaces, while air purification systems, non-toxic materials, and biophilic design elements aim to foster physical and emotional health.
“We’re not just building homes,” Zagrebelny tells Entrepreneur Middle East. “We’re trying to build a new way of living.”
And it’s not just theory. The building incorporates MERV14 air filtration and natural ventilation—features more commonly found in wellness clinics than condos. Even the drinking water is treated and “structured” using methods derived from alternative science, while the pools are pH-balanced to enhance bodily restoration.
For all its introspective design, Eywa isn’t tucked away in nature. In fact, it’s minutes from the city’s most dynamic districts—Downtown, the Dubai Mall, and the Opera District. The juxtaposition is intentional: a reminder that tranquility doesn’t have to come at the cost of convenience.
Eywa may not appeal to everyone. But for a growing segment of affluent buyers who are turning away from excess and toward intentionality, it taps into something deeper than opulence. It taps into how we want to live—now and in the future.
Check out our latest episode of Paradigm on our YouTube and Spotify channels!
Cutting Through Cobwebs: How UAE-Based MS Consulting is Making Quiet Waves in Progressing the Nation’s Sustainability Goals
Between November and December 2023, as the world watched the UAE’s historic hosting of the COP28, it inspired within the nation’s business community a renewed sense of belief in the possibility of a sustainable future. The launch of multiple government initiatives —particularly the Net Zero by 2050 strategy— buoyed that vision, with 2023’s title of “The Year of Sustainability” being extended to 2024 as well. But while much of that initial vigor remains, a lot of companies –across the growth stages– have found that their attempts to create effective environment, sustainability and governance (ESG) policies haven’t always led to optimal results.
Few individuals in the UAE are able to view the challenges that cause this stagnation as closely as Faisal Sajwani and Ahmed Hassan, who are, respectively, the Managing Partner and Senior Partner at UAE-based sustainability consulting firm MS Consulting.
“I’d say the biggest challenge now is execution,” Sajwani says. “A lot of companies made bold announcements at COP28, which is a great start—but without the right governance structures, data systems, and accountability mechanisms, those goals risk remaining aspirational. Our role is to bridge that gap. We work with clients to move from high-level vision to actionable strategy—so that sustainability becomes a measurable part of how the business operates, not just how it communicates.”
Faisal Sajwani is an Emirati entrepreneur and strategic advisor, and the Managing Partner at MS Consulting. Image source: MS Consulting
Mirroring Sajwani’s sentiments, Hassan adds that a glaring lack of consistency in the already implemented ESG policies is another problem area. “After COP28, we saw a surge in interest and public commitments, but many organizations are still struggling with the internal capacity and technical know-how to move from ambition to implementation,” Hassan continues. “ESG isn’t something you activate once—it requires sustained investment, cross-functional ownership, and continuous measurement. That’s the gap we’re focused on helping clients close.”
Indeed, this is where MS Consulting comes in. In the absence of standardized ESG policies, Sajwani and Hassan have taken it upon themselves to deliver tailored sustainability frameworks to businesses in the UAE.
Ahmed Hassan is the Senior Partner at MS Consulting. Image source: MS Consulting
“Different regions, industries, and regulators follow different frameworks—whether it’s GRI, SASB, or TCFD—so companies are often overwhelmed by what we call the “alphabet soup” of ESG,” Sajwani points out. “This lack of standardization creates confusion, slows down implementation, and can lead to inconsistent reporting.”
“At MS Consulting, we approach this by simplifying the path for our clients,” Hassan adds. “We help them cut through the noise and focus on what’s material to their business—whether that’s climate risk, supply chain transparency, or social impact. We align the right frameworks to their strategic goals, so ESG isn’t just about compliance—it becomes a clear, value-generating roadmap that supports long-term performance and stakeholder trust.”
In 2024, MS Consulting received a certificate of recognition from the UAE’s National CSR Fund “Majra”, the federal arm setting up the framework and governance for Sustainable Impact, Sustainability and Corporate Social Responsibility (CSR) in the nation. Image source: MS Consulting
As a starting point for any given client, MS Consulting conducts what it calls a materiality assessment– a diagnostic to identify which ESG issues matter most to a business and to its stakeholders.
“Not every company needs to address everything at once,” Sajwani warns. “In fact, trying to do so often leads to diluted impact. A focused, materiality-driven approach helps align your ESG efforts with what actually drives value, risk, and opportunity for your business. It’s about being strategic, not reactive. From there, we co-create a tailored roadmap that’s practical, measurable, and embedded into core operations. It’s not just about long-term commitments; it’s about making sustainability part of daily business decisions, from decarbonization to ESG reporting.”
But coming up with a customized sustainability plan is only winning half the battle– as Hassan repeatedly points out, such a framework is only effective when the gravitas of its necessity trickles into every internal branch of an organisation.
“A key part of our process is employee engagement,” Hassan continues. “You can’t build a sustainable culture unless people understand the “why” behind it. We lead workshops, training sessions, and campaigns to build awareness and capability across the organization. As we often say to clients: ‘Sustainability works best when it is second nature—not a separate effort.’ When teams understand the ‘why’ and are empowered to act, the strategy becomes part of the culture. Without internal buy-in, even the best frameworks tend to stay on paper.”
Image source: MS Consutling
Using this approach, MS Consulting promises to incorporate structured stakeholder engagements, peer benchmarking, as well as relevant industry analyses in building the right ESGs for its clients.
In the process, Sajwani and Hassan have found that some industries are more challenging to navigate than others. “Sectors like real estate and logistics pose unique challenges, particularly when it comes to measuring indirect emissions and managing complex supply chains,” reveals Sajwani. “These industries often have significant Scope 3 emissions, which aren’t directly under a company’s control but still have a major impact. That’s why we take a sector-specific approach to ESG. Rather than applying generic frameworks, we tailor key performance indicators by mapping material impact areas to the risks and opportunities specific to each industry. The goal is to create metrics that are both relevant and actionable.”
MS Consulting’s ability to tailor their services “makes all the difference,” Sajwani notes. “Take logistics in the UAE, for example. We worked with a client to track greenhouse gas emissions across fleet operations, but also integrated labor welfare indicators, reflecting the region’s social priorities. That dual lens—environmental and social—gave a more accurate picture of performance and areas for improvement. ESG isn’t a one-size-fits-all exercise. When you design metrics that speak directly to an industry’s context, you get insights that actually drive progress.”
But with fragmented policies come fractured perceptions of sustainability– which can prove to be a hurdle in and of itself. “There’s this idea that ESG is only for the big players—multinationals and large corporations with the budget and bandwidth to implement it,” Hassan says. “But that’s outdated thinking. ESG principles are scalable, and in many ways, small and medium enterprises (SMEs) are better positioned to adopt them quickly and authentically. When sustainability is embedded into a business’s DNA early on, it drives resilience, builds trust, and aligns the company with where the market is headed. In a fast-moving environment like the UAE, that kind of foresight gives you a real competitive edge.”
Image source: MS Consulting
Also required for a more sustainably equitable business ecosystem is to do away with the notion that ESGs are a marketing strategy, Sajwani notes. “Some companies still see ESG as a box-ticking exercise—something they report on once a year as a PR move,” he says. “But that mindset misses the point. ESG isn’t just about optics; it should be a strategic lens through which you evaluate business decisions every single day. When embedded properly, it influences everything from operations and procurement to innovation and risk management. The companies that treat ESG as a business driver—not a branding exercise—are the ones attracting talent, earning investor confidence, and staying ahead of the curve.”
Of course, all these statements don’t come without compelling hard facts to back them. Ernst & Young’s 2024 Global Institutional Investor Survey showed that 88% of investors have increased their use of ESG information in decision-making. Meanwhile, KPMG’s 2024 Global ESG Due Diligence Study revealed that 55% of investors are willing to pay a premium of 1-10% for assets with high ESG maturity.
When it comes to hiring talent and employee turnover rates, a 2024 study published in US-based management research platform Academy of Management showed that higher levels of ESG performance and changes in ESG performance over time have a positive correlation with increased employee satisfaction in S&P 500 companies. On the flip side, the PwC Global Workforce Sustainability Study 2024 revealed that while choosing an employer, 68.6% of employees prioritize the firm’s environmental policies.
All of this inevitably validates perhaps what is the most significant statistic in this prose- that by 2030, ESG assets are projected to surpass a whopping US$40 trillion. “The link between ESG and financial performance is not just theoretical anymore,” Hassan says. “While there may not be a one-size-fits-all formula, the data and real-world outcomes are increasingly clear. ESG reduces operational and reputational risk, improves employee retention and engagement, and makes a company far more attractive to investors, especially those focused on long-term value. I’ve seen clients unlock cost savings through efficiency improvements and even open up new revenue streams by aligning with sustainability trends. When ESG is embedded into core operations—not just marketing—it becomes a powerful lever for growth and resilience.”
The Ernst & Young study that was mentioned earlier offered yet another relevant statistic: while 93% of global investors are confident that companies will meet their sustainability targets, a significant 85% of them also believe that greenwashing is a growing problem. The UAE’s businesses too have been privy to this phenomenon. “Avoiding greenwashing starts with one principle: transparency,” Sajwani says. “At MS Consulting, we emphasize the importance of setting clear, measurable goals and backing sustainability claims with credible, third-party-verified data. It’s not enough to say you’re sustainable—you need to prove it. That means aligning disclosures with global frameworks, being honest about where you are on your ESG journey, and resisting the urge to overstate progress. If a claim can’t be substantiated, it shouldn’t be made. We help clients build trust by focusing on substance over spin.”
All of these tangential conversations, however, lead back to one point: the need to create more standardized ESG frameworks. And while MS Consulting is quietly doing its part in clearing the misconceptions and incoherence within this space, Sajwani and Hassan don’t shy away from noting that a large-scale shift is required to create real impact.
“One of the most impactful steps would be the introduction of clearer, standardized ESG disclosure requirements at the national level—not just for publicly listed companies, but across all sectors,” Sajwani shares. “Right now, reporting practices vary widely, which makes it difficult to benchmark progress or hold companies accountable. A unified framework would not only create consistency but also send a strong signal that ESG performance is a core part of doing business in the UAE. It’s about creating a level playing field and setting a baseline that everyone can build from.”
But regulation alone isn’t enough, Hassan observes. “Incentives too play a crucial role in accelerating adoption,” he says. “Whether it’s green procurement preferences, preferential access to government tenders, tax incentives, or ESG-linked financing, we need mechanisms that reward companies for prioritizing sustainability. When the regulatory environment aligns with economic opportunity, we see much faster progress—and more innovation—from the private sector.”
On their part, Hassan and Sajwani already have plenty in the pipeline to achieve their shared vision. “We’re continuing to grow our advisory presence across the GCC and investing heavily in digital sustainability tools,” Hassan says. “At the same time, we’re looking beyond the traditional ESG playbook. For example, we see food security as a critical sustainability frontier in this region. The UAE currently imports nearly 90% of its food, so strengthening local, sustainable production isn’t just forward-thinking—it’s essential. That’s why we’re exploring innovations like vertical farming, which supports year-round cultivation with drastically reduced water usage and aligns with the UAE’s Food Security Strategy 2051. It’s a perfect example of how sustainability, technology, and national priorities intersect.”
MS Consulting’s foray into the world of real estate sustainability is also set to continue, notes Sajwani. “One of our most exciting initiatives is a series of next-generation luxury villas,” Sajwani shares. “These homes aren’t just energy-efficient—they’re redefining what sustainable luxury means. Through smart design, renewable energy, and integrated clean technologies, we’re demonstrating that sustainability can enhance quality of life rather than restrict it. But we’re not stopping at individual homes. Our long-term vision is to scale this model into fully sustainable communities, and eventually into cities where energy, food, water, and waste are managed holistically.”
As the duo prepare for these multiple plans, they also agree that to optimally achieve sustainability ambitions as a nation, strategic collaborations are the way forward. “The scale and complexity of today’s sustainability challenges require coordinated efforts across the entire ecosystem,” Sajwani says. “That means deeper partnerships between government, private sector, academia, and investors. Each brings unique expertise and influence to the table, and only by aligning these strengths can we drive systemic change. At MS, we see ourselves as both a catalyst and connector in this space.”
“Exactly—and we’re very intentional about that role!” Hassan adds. “At MS Consulting, we’re not just advising from the sidelines. We’re actively building bridges—whether that’s through facilitating public-private dialogues, supporting cross-sector coalitions, or co-developing thought leadership with industry stakeholders. Our goal is to help shape a shared vision for sustainability in the UAE, one that’s actionable, inclusive, and long-term. We believe real progress happens when the right people are in the room—and we’re committed to being the ones who help bring them together.”
‘TREP TALK: Who struggles more to establish a strong ESG framework—startups and small businesses, or large corporations? MS Consulting’s Faisal Sajwani and Ahmed Hassan answer!
Ahmed Hassan: “Both face challenges, but they’re very different in nature. Startups and small businesses often struggle with limited resources—they may not have dedicated sustainability teams or the capacity to invest heavily in reporting systems. But what they do have is agility. They can adapt quickly, make sustainability part of their DNA from the outset, and build with purpose. Large corporations, on the other hand, usually have the resources and infrastructure, but they often face internal complexity and bureaucracy. Aligning multiple departments, shifting legacy mindsets, and rolling out ESG across global operations can be a very challenging process.”
Faisal Sajwani: “That’s why our approach is always tailored. For startups, we focus on embedding ESG into their growth journey—helping them see it as a value creator, not just a cost. We support them in setting the right foundations early, so they scale responsibly and with resilience. For larger companies, it’s more about systems, metrics, and transformation. We work across functions to align ESG strategy with business objectives, integrate digital tools, and drive cultural change. Ultimately, effective ESG isn’t one-size-fits-all. It has to be context-specific, practical, and tied to long-term value.”
UAE-Based IG Offers New, Zero-Fees Global Investing Model for Stocks and ETFs
IG Limited (IG), an online trading and investing platform, has unveiled a new pricing model that eliminates all costs associated with investing in global stocks and exchange traded funds (ETFs).
With zero commission, no financial exchange (FX) charges, and no custody fees, clients in the UAE can now trade global shares and ETFs more freely than ever before.
This new model cements IG as the only broker in the UAE offering completely fee-free investing across all stocks, providing investors with a seamless, transparent gateway to international markets.
Sharaz Hussain, SEO of IG UAE. Image source: IG UAE
“We are proud to empower investors in the UAE with access to global markets—free from the burden of fees,” Sharaz Hussain, Senior Executive Officer of IG UAE, stated. “By eliminating commissions, FX charges, and custody fees, we are making investing more accessible, transparent, and rewarding for a new generation of market participants.”
IG Limited operates within DIFC and is regulated by the Dubai Financial Services Authority (DFSA).
Related: CAP.G VENTURES Introduces its Fractional CMO Model to the UAE
Water, Wellness, and Sustainability: How GROHE’s Smart Bathroom Innovation Supports Healthcare
In the complex world of healthcare, where hygiene, safety, and sustainability are critical, every element of infrastructure must be delivered with precision and purpose. Through cutting-edge innovation and German-engineered excellence, GROHE is changing the way we interact with water in medical and wellness settings. Supporting this broader commitment is the Heart of Your Bathroom campaign, a long-term initiative that highlights GROHE’s “felt but unseen” technologies. While not exclusive to healthcare, the campaign reinforces the brand’s focus on design, technology, innovation and sustainability values that align closely with the needs of professional care facilities.
While the technical focus of the campaign is on the most cutting-edge innovations, its values are deeply human. It’s about how smart design and innovation can add value to the routines of daily life in settings where tiny efficiencies add up to grand outcomes. In healthcare, those outcomes are reduced risks of infection, improved patient safety, operating efficiency, and environmental responsibility.
“Smart water solutions can play a quiet but powerful role in healthcare,” says Stefan Schmied, Leader, IMEA, LIXIL International. “By combining precision engineering with thoughtful design, we are helping create safer, more sustainable spaces for both patients and caregivers.”
Making Hygiene Automatic and Uncompromising
Hygiene in healthcare is not only a necessity; it is an ongoing imperative. The worth of touchless interaction has escalated in the aftermath of worldwide health crises, and GROHE’s response has been prompt and measured. Contactless faucets are no longer a luxury or an amenity; they are now becoming vital tools in preventing infection. Thermostatic mixers have become the mainstay of patient safety, ensuring water is delivered and maintained at the correct temperature to prevent scalding, particularly to those most vulnerable to such risks. These are the quiet protectors in healthcare spaces, keeping people safe through smart design and careful engineering.
Designing for Dignity and Convenience
In addition to hygiene, comfort and accessibility are vital to the patient, caregiver, and facility manager experience. GROHE designs its products not only for functionality but also with empathy, for individuals with limited mobility, to assist those who are undergoing physical therapy, and to streamline the daily routines of busy healthcare workers. Intuitive controls, ergonomic levers, and user-friendly shower systems are just some of the design elements that promote autonomy for patients while improving workflow for staff. In environments where efficiency can directly impact well-being, these features are not superficial enhancements; they are integral components of care.
Stefan Schmied, Leader, IMEA, LIXIL International. Image courtesy: LIXIL International
Sustainability with Measurable Impact
GROHE’s impact reaches beyond clinical efficiency. The company’s dedication to sustainability is particularly interesting in the health industry, where clinics and hospitals are often among the most resource-intensive within a city. With water usage and operating expenses under ever increasing examination, technology like EcoJoy has been designed to reduce water usage by a significant amount without compromising experience or sanitation. It is this delicate balancing act of preserving performance without loss that is at the heart of GROHE’s vow of sustainability.
In regions like the Middle East and North Africa, where water scarcity is an urgent problem, these innovations carry special significance. The Green Hospital project in Egypt, for example, aims to reduce water consumption by up to 30%, while also lowering disease transmission risk. These initiatives demonstrate that sustainable practices can go hand-in-hand with operational efficiency and public health.
By optimizing consumption without sacrificing performance, these water solutions provide a powerful edge, economically, ecologically, and ethically.
Meeting the Needs of Modern Healthcare
While developing its healthcare-specific portfolio, GROHE has considered the entire ecosystem, from the needs of facility planners to the real-world challenges faced by hospital professionals. The result is a range of products that span sensor-activated taps, concealed cisterns for enhanced appearance and easy maintenance, and showering solutions with variable height to meet different mobility needs. These are not individual innovations but products of a larger vision: a comprehensive water management system that is optimized for high-use, care settings.
What makes GROHE’s approach particularly relevant for today’s entrepreneurs, developers, and healthcare investors is its scalability. The same technologies found in state-of-the-art hospitals and premium wellness centers can be deployed in smaller clinics, outpatient centers, or rehabilitation facilities. This accessibility ensures that the benefits of thoughtful, tech-forward design are not limited by budget or geography. It is an inclusive innovation model that aligns with broader movements toward healthcare equity and infrastructure resilience.
A Vision Unfolding Across Borders
With the Heart of Your Bathroom campaign launch in markets like the UAE, Saudi Arabia, Egypt, Türkiye, India, and South Africa, it’s also pioneering new territory with design-led sustainability as a competitive advantage. Hospitals investing in GROHE technologies are not just replacing gear; they are future-proofing their buildings. They are anticipating tougher regulations, more environmentally conscious patients, and shifting expectations for well-being and care.
Where Healthcare Innovation Quietly Begins
At its core, GROHE’s campaign reflects a deeper truth: that real innovation in healthcare isn’t confined to high-tech labs or surgical breakthroughs. Sometimes, it begins in the most ordinary of spaces. A faucet that doesn’t require a touch. A shower that supports independence. A system that saves water while enhancing safety. These are not simply technical features; they are expressions of care, foresight, and design integrity.
In a world where health systems must balance efficiency with empathy, and technology with trust, GROHE offers a blueprint for how to do more with less, elegantly, quietly, and powerfully. Because in healthcare, every detail matters. And often, the future of wellness starts where we least expect it: in the heart of the bathroom.
Related: Why Sustainability Matters: A Call to Action for a Better FutureUnlocking Possibilities: How Karin Drane Built A Multi-Million Dollar Empire Out of Dubai
There is a certain visceral honesty that emanates from Karin Drane’s replies— even though I receive them over email. Over time, as I peruse her words, it becomes evident that it is perhaps her refusal to mince words that has allowed her to successfully build two UAE-based boutique businesses: events and talent management company Curveball Events & Talents (Curveball); and investment platform MSKD, which she co-founded with Maha Al Shamsi. The former of the two is today a multimillion dollar company that manages the likes of widely adored UAE radio personalities Kris Fade and Priti Malik. “I’m a two-time university dropout- I started with law in Sweden and then went into hospitality in Dubai– I’ve always been good at starting things, less good at finishing them,” Drane reveals. “But with events, I started from the very bottom: handing out soda samples as a part-timer. That gave me a feel for what it means to work on the ground. Eventually, I was offered the chance to run an event company — and to manage the challenge, I hired my own former agent. After a steep learning curve (and a burnout to match), I realised clients were coming directly to me, and the demand was there. I had just started a full time role in petrochemicals and then I launched Curveball on the side. The job in petrochemicals taught me what real leadership looked like, and I applied those lessons, the good and the bad, to Curveball.”
Launched in 2014, Curveball had something of a scurried start when Drane was –for the sake of getting the pun out of the way– thrown a curveball just as she began working on the business idea. “Clients needed an activation done immediately, and I had no choice but to set up the company overnight,” Drane recalls. “I sat down and brainstormed words that stood out, signalled speed, accuracy, and creativity, and, importantly, had both the domain and trade license available. The name “Curveball” thus stuck. It’s one of those words that hold dual meaning; sometimes it’s positive and other times it has a negative connotation. I even had a cheesy tagline at the start: “Life either throws you a curveball, or you throw one at life.” In hindsight, not my finest copywriting moment but we live, we learn, and we launch anyway.”
The company thus began as solely an events management company a little over a decade ago. “Events, for me, have always been satisfying,” Drane says. “The creative process, the challenge of going up against the best, the adrenaline of execution, and the deep relationships you build with clients over years of working together — it’s all part of the magic. It’s a privilege to create something people remember, and still make it look effortless.”
That emphasis on building the right business foundations eventually led Drane towards a chance to manage the aforementioned Fade, a radio jockey and Dubai Bling star– an opportunity which opened Curveball’s doors to the world of talent management. “One of our core strategies has always been to over-deliver rather than over-promise,” Drane says. “That mindset builds trust and in this business, trust is everything. I started out purely in events, and when the opportunity came to manage Kris Fade, I didn’t hesitate to say yes. That decision opened up an entirely new lane for us. We’ve never chased growth for growth’s sake. Instead, we’ve invested deeply in the people we work with — our clients, our talents, our team. I genuinely believe being likeable, reliable, and going the extra mile makes a difference. Relationships are the heart of everything we do.”
Curveball represents some of the most notable talents such as Kris Fade (left; pictured with Drane) and Priti Malik. Image source: Curveball
This sentiment has extended to the other talents Curveball manages as well- today, the company handles a number of well-known names from across the country including Dubai Bling star Brianna Fade, radio jockey and host Brent Black, and content creator Laila Loves. Here, Drane emphasizes that achieving stardom, contrary to popular belief, isn’t the end goal of her business. “When it comes to talent, I believe it’s not just about fame, it’s about work ethic, attitude, and the ability to deliver when it counts,” she continues. “We have the privilege of working with the best in the business and subsequently, we’re very selective about who we represent. Most importantly, we don’t take on anyone who directly competes with our existing roster, because our priority is to look after the people already trusting us. We see our talents as family, and we take it seriously that they’ve entrusted us to support them on this journey. Talent management, at its best, is fast-paced, challenging, and absolutely life-enhancing. You’re negotiating deals, working with incredible clients, and bringing big ideas to life, all while being “never really off, but never really working,” because it’s that fun. As for our talents, their success is a result of their own hard work, consistency, and grit. We’re just the support system. We’re here to handle the chaos behind the scenes so they can shine in front of the world!”
While the talent management vertical at Curveball took off, the agency’s events have also steadily kept creating a buzz in and across the country. “One of my favourite projects was when we transformed the Dubai Mall Ice Rink into a multi-experience zone with a massive stage, football activations, F&B area, and lots of games,” Drane says. “We had over 120 people on-site pulling an all-nighter to get it done. The pressure was intense, but so was the sense of accomplishment. That was a turning point for me, making me reevaluate the scale of operations we could handle. But closest to my heart is probably our first major event — the first time I billed over half a million. I was incredibly proud, but also nervous. I let the client influence parts of the stage program that carried creative risk, and while the event itself was great, I overheard a senior agency exec call the reveal “a disaster.” That stung — but it was also a defining lesson in client management and trusting our own expertise. Most recently, being awarded the GITEX VIP Lounge build was a meaningful milestone. It involved a complex two-floor structure, a highly competitive request for proposal (RFP), and some of our best design and production work to date. I really enjoyed the process and seeing the end result.”
The little over 11 years that Drane has been running Curveball have allowed her to formulate her own idea of what good leadership looks like. “Give more than you expect to get back, and work with people you actually like–that’s where the magic and the longevity comes from,” she says.
Maha Al Shamsi with her MSKD co-founder Drane. Image source: Curveball
Drane’s ability to build purpose-driven connections with like-minded crowds is thus what led her towards another entrepreneurial venture- this time in the business investment space. “Over the years, I found myself becoming part of an informal network of introductions and referrals — helping connect people to opportunities, deals, and decision-makers,” Drane explains. “It wasn’t structured at first, but it became clear that there was real value in that, which was worth pursuing in a more formal, systematic way. Years ago, I connected with Maha Al Shamsi and we share very similar values both personally and professionally… MSKD was thus born from a shared vision, to build a discreet, high-level platform for investment facilitation, project introductions, and capital matchmaking across the region and beyond. At its core, MSKD is about trust, access, and long-term relationships — values that matter just as much in investments as they do in events.”
Built as a commercial brokerage that connects investors with global opportunities, MSKD too has adopted the boutique agency model which has allowed it to maintain a level of exclusivity that isn’t typical of traditional investment bodies. “At MSKD, we act as high-level matchmakers,” Drane explains. “For example, if a client is seeking capital for a new app or business venture, we assess the proposal, and if it meets our standards, we reach out to our investor network to find the right fit. Conversely, when an investor comes to us with a clear mandate, whether it’s acquiring land, backing a business in a specific sector, or entering the UAE market, we source vetted opportunities that align with their objectives. What sets us apart is our discretion. We don’t mass-market anything. Every introduction is personal, curated, and built on trust.”
Image source: Curveball
With tales of entrepreneurs juggling multiple ventures comes the inevitable question of work-life balance, or rather how they achieve it. On her part, Drane seems to have cracked the code to achieving this often elusive goal. “Truthfully? I don’t balance — I prioritise,” she says. “For many years, I kept the business running at half speed so I could spend more time with my beautiful daughters. Those moments were everything to me, and I’ve never regretted choosing them over “growth-at-all-costs.” I try to extend that same flexibility to my team as well, because I believe life moments matter. We can always chase another project, but you can’t get time back. So for me, balance isn’t about splitting time equally, it’s about being present for what truly matters, when it matters most.”
It is this approach that Drane has extended towards her employees at Curveball too, with the company having a four-day work week with flexible timings. “Business, to me, is all about give and take,” she says. “Sometimes all a person needs is to work from home in a hoodie instead of dressing up and heading to the office, and that little reset can bring them back at full speed. We’re just human. We need flexibility. With schools having shorter days and Friday prayers being a priority for many, making Fridays optional at Curveball just made sense. Our industry already demands a lot of evening and weekend work, so why not offer a bit more freedom during the week? The result? A happier, more energised team. Flexibility and celebrating pretty much everything with cake goes a long way in keeping everyone sharp and happy.”
For a company that continues to be successful in its eleventh year, this is advice that is certainly worth heeding. But Drane herself isn’t done just yet. “We’ve got plenty of exciting plans in the pipeline, but for now, we’ll just keep our heads down and let the results speak for themselves later on,” she shares. “As Elvis said: “A little less conversation, a little more action, please.” As for me as an entrepreneur— I’m gearing up for full speed. 2025 is about pushing boundaries, building stronger teams, and leaning fully into what we’ve built with both Curveball and MSKD!”
Related: Unmasking Brilliance: How ‘Dubai Bling’ Catapulted Ebraheem Alsamadi’s Entrepreneurial Ambitions
Purposeful Investment: Inside Shurooq’s Model of Enterprise-Driven Development
In a region defined by rapid growth and high-stakes ambition, the Sharjah Investment and Development Authority (Shurooq) has charted a distinct course—one built on measured resilience, long-term value, and economic diversification that places people and purpose at the centre of progress.
FROM CAPITAL PROJECTS TO CAPITAL CONFIDENCE
Fifteen years since its establishment, Shurooq’s portfolio spans AED 7.2 billion in total investments and partnerships across 52 integrated developments. But to reduce its story to numbers would be to overlook its real achievement: building an economy where purpose, perfor mance, and people align.
Across real estate, tourism, cultural development, and commercial infrastructure, Shurooq has consis tently prioritized value over volume. Each investment is designed not just to fill space, but to fill gaps — in opportunity, employment, sustain ability, and competitiveness.
Image source: Shurooq
“True development is not measured by concrete alone,” says H.E Ahmed Obaid Al Qaseer, CEO of Shurooq. “It’s measured by the confidence we generate — among investors, entrepreneurs, visitors, and our own people. That trust is our most valuable return.” This philosophy has shaped how Shurooq oper ates. It has created over 5,000 jobs across sectors and formed more than 10 joint ventures, building platforms that invite both local enterprise and global investment. Its real estate developments alone have attracted buyers from nearly 100 countries, reflecting the emirate’s growing appeal as a stable, opportunity-rich market.
A PLATFORM AP PROACH TO ECONOMIC GROWTH
Shurooq’s impact isn’t measured solely by projects completed or revenue generated. Its true legacy lies in the commer cial ecosystems it has enabled—particularly for small and medium-sized enterprises (SMEs), which now form the backbone of the UAE’s economic agenda. Unlike accelerators or incubators, Shurooq doesn’t provide direct mentorship or funding. Instead, it builds the destinations that serve as the platforms on which entrepreneurs can succeed. From leisure and tourism destinations to revitalized heritage quarters, each Shurooq asset is developed with commercial visibility, footfall, and long-term access in mind. Today, over 600 busi nesses operate across Shurooq-managed destinations.
Image source: Shurooq
Among them: 87 SMEs and nearly 300 women-led enterprises, active in sectors ranging from artisanal crafts to boutique hospitality. These businesses aren’t posi tioned on the periphery— they are woven into the very fabric of Sharjah’s cultural, tourism, and retail assets. This is particularly visible at places like Al Heera Beach, Al Qasba, Al Majaz ing with incubators or SME-focused entities, it complements them—offer ing built environments that facilitate access, footfall, and operational viability. Working closely with Waterfront, Khorfakkan Beach, and the Heart of Sharjah, where hundreds of local vendors and creatives run outlets, design studios, and F&B concepts. In Shurooq’s model, place-making is not a backdrop to enterprise—it is the foundation of it.
INFRASTRUCTURE AS EMPOWERMENT
What differentiates Shurooq from traditional development entities is its infrastructure-led approach to empower ment. Instead of compet semi-government entities, Shurooq ensures that entrepreneurs operating within its destinations benefit from fast-tracked licensing, regulatory ease, and business support services.
“We are the platform builders. Others deliver capacity-building. Together, we support long-term enterprise growth,” says Al Qaseer. This collaborative model is bearing measurable results. In the 2024 Global Startup Ecosystem Report, Sharjah ranked 4th in the GCC and 7th in the MENA region—an indication that the emirate is gaining recognition not just for infrastructure quality, but for its start-up friendli ness and business accessibility.
Image source: Shurooq
BUILDING WITH VISION, LEADING WITH PURPOSE
Shurooq’s development philosophy has always been guided by Sharjah’s broader vision—anchored by the directives of His Highness Sheikh Dr. Sultan bin Mohammed Al Qasimi, Supreme Council Member and Ruler of Sharjah, and the leader ship of H.E. Sheikha Bodour bint Sultan Al Qasimi, Chairperson of Shurooq. Under their guidance, the Authority has embraced long-term thinking over short-term gain, focusing on sustain able sectors that serve both economic and societal goals.
Its real estate investments have delivered returns without inflating risk. Its hospitality assets, including the eco-driven Sharjah Collection, have married tourism with SME integration. And through destinations that welcome both global investors and local artisans, Shurooq has proven that sustainability and profitability can move in lockstep
Through the Sharjah FDI Office (Invest in Sharjah), its dedicated FDI arm, Shurooq has attracted AED 96.75 billion in capital since 2016, across 617 projects, contributing to 46,761 new jobs. Yet beyond the statistics, Shurooq’s leadership remains focused on one thing: creating a develop ment legacy that enables others to grow.
Image source: Shurooq
WHAT COMES NEXT
As the world recalibrates its economic assumptions, Shurooq continues to prioritise integration, circular economies, and enterprise access. New developments will carry forward the same principles that defined the last 15 years—accessibility, heritage, environmental consciousness, and inclusivity—while embrac ing innovation and entrepreneurship at their core. In the words of H.E Ahmed Obaid Al Qaseer,
“The real return on investment is not in what we build, but in what we enable—jobs, ideas, partnerships, and long-term confidence. That’s the business Shurooq is in.” For entrepreneurs looking not only for capital or incubation, but for a place to grow their vision—the path, quite literally, runs through Sharjah.
The UAE Advantage: Kevin O’Leary’s Perspective
Kevin O’Leary, known as Mr. Wonderful, is a Canadian entrepreneur and international business investor. But now, O’Leary is also the brand ambas sador of UAE-born international real estate company ONE Development. Forming a strategic partnership with Ali Al Gebely, founder and Chairman of ONE Development, O’Leary will support the company’s international expansion.
“When I met Ali [Ali Al Gebely] and learnt about his vision for Laguna Residence [an AED 2.4 billion real estate develop ment that is the UAE’s first AI-integrated residential community], I thought it was such an extraordinary idea,” O’Leary said on the sidelines of an exclusive event orga nized by ONE Development. “I’d never heard anybody combining an AI platform into a real estate develop ment. Usually AI is just a marketing talk. We’ve talked about smart homes for over 15 years, but they are still pretty dumb. There are five different apps that you have to use when you walk into your apartment or villa, but the idea he’s got is to put it all into one integrated app – ONE AI App. In my view, that in itself is the number one selling feature of the whole project.”
“What sets ONE Develop ment apart,” O’Leary explains, “is its unapologetic focus on technology. This isn’t just another real estate developer — it’s the first of its kind to fully integrate a tech-first approach into every stage of development. From AI-driven design modeling to data-pow ered decision-making, they’re not just building properties — they’re building the future of how real estate operates.”
Ali Al Gebely, founder and Chairman of ONE Development with Kevin O’Leary in Abu Dhabi. Image source: BNC Publishing/ONE Development
O’Leary will be supporting the remarkable growth trajectory that is ahead of ONE Development which includes expansion to international destinations, but also developing unique initiatives, such as DO Hotels, the world’s first musical themed hotel that integrates AI, music, and wellness. DO Hotels launched its first development at Dubai Islands and second one at New Cairo and has plans to launch in Saudi Arabia and other international markets soon.
“I have a very simple rule that my mother taught me. She said no more than 5% in any one stock and no more than 20% of your portfolio diversification in any one sector. So 5% stock, 20% sector, except for one asset class – real estate,” O’Leary points out. “That’s my largest asset class. I love real estate. It’s always about a third of my net worth. Why? It’s a hard asset. It has superlative returns, and if you have the right vision in terms of where you want to develop, you can have outsized returns, because great real estate projects, such as ONE Development, attract capital because they get critical mass. That’s what happens.”
The partnership with ONE Development reconfirms O’Leary’s belief in the MENA market’s long-term potential. “I have a history in the Middle East because my mother’s Lebanese, and I’ve been coming here for decades, but I didn’t really think much about investing here until I started to realize how fast the economy was growing here,” O’Leary says. “The key here that most investors don’t understand, the one thing they don’t get, is that so much growth is not in energy. There’s been a lot of sectoral diversifications here in all kinds of different technologies, advances in biotech or in AI development or in real estate. You want to catch the growth of all these new sectors. A lot of people don’t realize that, for example, if you look at spending in AI, you’ve got the US, China, and then UAE. That’s what’s going on here, and if you’re not part of that, you’re missing out on huge growth opportunities.”
Image source: BNC Publishing/ONE Development
In 2023, O’Leary announced on his LinkedIn page that he had become a citizen of the UAE, a citizenship given by exception to people who are believed to be able to benefit the UAE economy.
“There’s a lot of disruption going on in global trade, but that gives you a reason to start looking at the UAE,” O’Leary says. “You can’t understand it unless you physically come here and spend time here and find out who else is here and what’s going on. Because no brochure, no online ad, no website is going to give you an idea of what’s going on here- it’s multicultural, a melting pot, a fantastic location. And the country is safe. I was like, why don’t I incorporate here and start building businesses out of here? Why not think globally from here? Why not set up O’Leary Global and start doing new ideas from here and establish myself here? That’s what I have done over the last three years.”
He adds, “What was really interesting about the process is that every single accounting firm, consulting firm, and law firm that I use in New York, or Boston, or Toronto is already established here. They’re not stupid. They know exactly what’s going on. So I can use the same team out of Miami and talk to professionals here that are part of the same group, which we’ve done. “I’m like everybody else. You start in New York, then you go to London, then you go to Zurich, then you go to Geneva. That’s the stepping stones of how you start to develop internationally. Then one day you get here and you walk off the plane and go, ‘What is this?’ Until you see it, you can’t even envision it. I have watched the growth of both Abu Dhabi and Dubai in the last five years. It’s almost geometric growth. It’s like New York City on steroids, but safe. “For me, I have become an ambassador to this place by saying, look, if you’re not in the UAE, you’re missing out.”
Apart from investing in real estate, O’Leary is bullish on new technologies, including cryptocurrencies.
“I have been extremely involved as an investor in many different crypto projects, and my thesis is that you want to own the infrastructure for crypto. What are those? The exchanges. I feel that I now have shares in every single crypto exchange in the world that’s going to be relevant. After that, I have start buying the individual assets,” O’Leary explains. “My thesis is that you need to own these assets because as soon as regulation comes in, institutional capital will come in. Right now, it’s mostly hedge funds, private individuals, high net worth family offices, but the real money isn’t there yet. Yet, the minute this becomes approved by the US Securities and Exchange Commission (SEC) and other regulators, the real money will come in. I’ve said this many times before. I believe that crypto and digital payment systems will become the 12th sector of the economy, because it will service all the other sectors.”
Image source: BNC Publishing/ONE Development
‘TREP TALK: KEVIN O’LEARY’S ADVICE FOR ENTREPRENEURS
DON’T BE AFRAID TO START “Most entrepreneurs have a hard time making the first step to start. They should do it in their 20s, because that is when you have time and you don’t have as many responsibilities, and you can make plenty of mistakes, which is great. I would rather invest in an entrepreneur that has felt the sting of failure a few times than one who thinks they can do it right the first time. They never can. It is so hard.”
PREPARE YOUR PITCH “Learn to articulate the opportunity in 90 seconds or less, because no one is going to give any more time than that.”
FOCUS ON EXECUTION “More important than a great idea is your ability to execute on it. Because great ideas are a dime a dozen. Executional skills are very hard to find. If you can find a young man or woman who looks and has the confidence to execute, that makes me interested in investing.”
KNOW YOUR NUMBERS “You have got to know your numbers. How fast is the market growing? What are the gross margins? How many competitors are there? You got to know that stuff. That is the DNA of a great entrepreneur. Then obviously, you want to be in a market that is growing. It is like all boats rise in a rising tide, and so try and find regions of the world where businesses are being started in a high growth environment like here. There is a reason entrepreneurship is so prevalent here. The regulatory environment is very good. The tax rates are really competitive. The weather is great, and the economy is growing at an extraordinary rate because it is multi sectoral. I predict pretty good things for this place.”
The Executive Selection: Style Savvy Brings Personal Styling To UAE Doorsteps
Style Savvy, a new luxury tailoring atelier specializing in bespoke suits, shirts, and trousers for both men and women, has opened its first studio in Oud Metha, Dubai.
To further elevate the customer experience, Style Savvy’s signature mobile tailoring service brings expert tailors directly to clients’ homes, offices, or hotels.
Style Savvy’s offerings include one-on-one consultations, personal shopping, curated fabric selection, and multiple fittings.