Financial News
As Regional Banks Chart their Digital Journeys, Should They Buy or Build Their Innovations?
By Nick Curran, Head of Endava MENA
In a study published last month, McKinsey showed banking to be one of the Middle East’s most digitised industries. The means of brand interaction among banking customers was 87% digital in the United Arab Emirates. This proportion of customers reported that their engagement was either fully digital or involved remote assistance.
This proportion of customers reported that their engagement was either fully digital or involved remote assistance. This proportion was even higher in Saudi Arabia (92%), anticipating that 70% of its payment transactions will be digital by 2030. The McKinsey study also showed Egypt’s banking sector to have 82% digital interaction.
The GCC has always been out in front of regional peers with the digitisation of the FSI sector. Dubai’s Mashreq launched Neo, the first digital bank in the Middle East. And Kuwait Finance House developed KFH-Go, the region’s first e-branch — an unstaffed business unit capable of providing more than 30 services. Each of these innovative project teams faced a common question in their journey to “pioneerhood”: build or buy?
Today’s consumers wait for nothing and no one. If you drag your feet for too long, you miss the boat. One of your competitors will have done it first. In the early years of the digital era, building was the only option, but today the region is strewn with FinTechs. Their offerings are often API-first, which makes them highly customisable. However, considering the strides in cloud technology and software-development methodologies that make in-house rapid deployment possible, we are back to the quandary: build or buy. Let us look at each in turn.
Buying: a no-brainer… with headaches
There is a comfort to be had from procuring a tool or platform that just fits. CIOs are spared nail-biting months of business analysis and user workshops. All that need be done is integrate a solution that has been rigorously tested, albeit in isolation of one’s own business model. In a cloud-native environment, this is even easier. Even if the bank runs core systems on premises, software-as-a-service (SaaS) solutions still end up being easier to bolt in and bed down. The cloud also adds a welcome element of predictability, not only for project management, but for upfront and ongoing costs.
Already, the “buy” option seems preferable. In a region with technology skills gaps, buying a ready-made solution — one that dozens may use if not hundreds of similar businesses across the region — is a great way of avoiding lengthy recruitment drives. But buying is not without its downsides. Try as they might, commercial off-the-shelf solutions (COTS) vendors design their products for a broad operational model and may not be a perfect fit. Even where the requisite customisation is possible, it may come with a list of unacceptable side effects, including a hefty price tag. COTS scaling is also challenging, as is its user-acceptance testing, maintenance, and upgrades, given the reliance on an external team.
Of course, I could write a separate article on the cybersecurity implications of having a third party in the technology mix. And that is before we have even begun to discuss the impact of multiple vendors and FinTechs — which may be necessary to bring the organisation’s digital vision to life. The bank would need to employ someone full-time to liaise with these business partners, negotiate and oversee SLAs, and police the fine line between these activities and regulatory compliance.
Building: a dream for the control-conscious, but where’s the talent?
What CIO doesn’t relish the prospect of complete control over the IT stack? Building their systems gives them that. Development and integration are theirs to command. Use cases can fully govern implementation rather than the twist and bend that IT has to go through to accommodate even 90% requirements fit with a COTS purchase. Stakeholders can join the dots from aspiration to value for each business unit. CIOs and their teams know the business inside and out. They can pivot from the needs of customers and customer-facing employees to cybersecurity and risk management and consider one while developing solutions for another — something COTS vendors cannot do to the same extent.
And then, there is deployment. It tends to be less invasive and more straightforward when its planners oversee the same production environment every day. DevOps and the CI/CD pipeline also allow the modern style of rapid development that helps meet market needs in time to reap the rewards. Building its solutions also allows the organisation to build its IP portfolio, giving it an edge in the market.
The caveats, then? There needs to be a rich in-house talent pool, including IT leaders and analysts who can scope large projects and price them accurately before a single line of code is written. Remember, one of the attractions of COTS solutions is the predictability of their costing models compared with the all-too-common tendency of self-builds costs to spiral out of control. Bringing in third-party expertise to plug these talent gaps is always possible. Failing this, the organisation’s HR team must go on a fastidious recruitment drive before any planning can occur. Low-code platforms and citizen developers may seem like fine options, but without the proper governance, this is a highway to nowhere.
Each to their own
Ultimately, the program’s needs will help make the build-or-buy decision. Despite the control it offers, building may still not be right for standard use cases such as CRM and HR, which an off-the-shelf solution can appropriately serve. On the other hand, if the organisation has a differentiating vision, then almost by definition, COTS tools will fall short. The decision maker must be as fluid as the decision and consider the benefits and drawbacks of each approach in the context of the specific use case they are looking to implement.
Financial
UAE energy firms risk forfeiting millions in R&D credits unless spend is qualified and pre-approved
From enhanced carbon capture at gas processing plants to grid modernisation and renewable energy storage, the technology reshaping the UAE’s oil and gas industry, has acquired a new dimension. As of the 2026, a significant portion of the research and development (R&D) behind it can be converted into a corporate tax credit of up to 50 percent under the country’s first dedicated R&D Tax Credit regime. According to Dhruva, a Ryan Affiliate, the opportunity for the energy sector is substantial, but the design of the regime rewards companies that act early and penalises those that treat it as a year-end exercise.
The regime was established by Cabinet Decision No. 215 of 2025 and made operational by Ministerial Decision No. 24 of 2026, issued on 18 March 2026. It applies to tax periods and fiscal years beginning on or after 1 January 2026, with the first claims expected in 2027. Credits are calculated on a tiered basis, rising from 15 percent to a headline 50 percent. Qualifying expenditure is capped at AED 5 million per qualifying entity or tax group per year, which produces a maximum credit of AED 2 million.
“The UAE’s energy transition has been told as a sustainability story and an investment story. From this year it is also a tax story. The work being undertaken to decarbonise hydrocarbon production, including enhanced oil recovery, carbon capture and storage, methane abatement, and the development of digital twins for processing plants, exemplifies the systematic, uncertainty-driven R&D that this regime is designed to reward. The catch is that the value sits in the documentation, and the documentation has to be built in real time. You cannot retrospectively reconstruct a year’s worth of R&D evidence in 2027,” said Nimish Goel, Leader, Middle East, Dhruva, Ryan LLC Affiliate.
For an industry as engineering-intensive as oil and gas, the central question is not whether qualifying activity exists. It is whether companies can tell the difference between routine engineering and genuine R&D, and prove it. Applying an established recovery method to a new reservoir does not, in itself, qualify. By contrast, systematically resolving technical uncertainty, whether relating to reservoir behaviour, materials performance under high-pressure conditions, the capture of CO₂ from sulphur recovery flue gas, or the integration of new digital control systems, may qualify, provided the systematic experimentation and its outcomes are documented as the work is carried out.
“Two features will catch international energy companies off guard. Only R&D performed inside the UAE qualifies, and subcontracted R&D counts only when it is carried out by UAE-based third parties. Much of the sector’s historical R&D has run through global technology centres and group affiliates abroad. Companies will need to look hard at where their R&D actually physically takes place, before they assume they qualify,” said Fran Wilhelm, Associate Partner, Dhruva, Ryan LLC Affiliate.
The regime’s defining feature is a dual threshold that links the credit rate to both qualifying spend and headcount. The first AED 1 million of qualifying spend earns 15 percent and requires at least two R&D staff on average; spend between AED 1 million and AED 2 million earns 35 percent and requires at least six; and spend between AED 2 million and AED 5 million earns the top 50 percent rate and requires at least fourteen. Both conditions must be met for each band. Where the headcount falls short, the claim drops back to the highest band where both the spend and the staffing tests are satisfied. A minimum of AED 500,000 of qualifying expenditure applies to each R&D project.
This is where oil and gas companies face a structural choice that other sectors may not. R&D in the industry is often capital-intensive rather than people-intensive: a single carbon capture or enhanced oil recovery pilot can absorb millions in equipment and consumables while employing only a handful of dedicated researchers. Under the dual threshold, that profile caps the credit at the lowest band regardless of how much is spent. Reaching the higher rates means building R&D headcount physically in the UAE.
Pre-approval from the Emirates Research and Development Council is mandatory before any credit can be claimed, with no exceptions. No pre-approval means no credit, however strong the underlying scientific or technological uncertainty. Businesses must keep detailed technical records of objectives, methods, experiments and outcomes for at least seven years. The credit is also currently non-refundable, so it benefits companies that have a corporate tax or top-up tax liability to offset, which describes most established producers and service contractors in the sector. That said, it has been suggested that Phase 2 may include a refundable credit and an increase in both application and generosity, meaning all businesses should start planning ahead, irrespective of their tax position.
“Companies that map their qualifying projects now, secure pre-approval and build the evidence trail through the 2026 financial year will capture real value when claims open in 2027. Those that wait will find that the spend was eligible but the proof was never created. In this regime, the documentation is the asset,” concluded Nimish Goel.
Financial
QASHIO BRINGS CUSTOMERS EXCLUSIVE ACCESS TO THE FIFA WORLD CUP 2026™ FAN ZONE EXPERIENCE
Qashio, the MENA region’s leading spend management solution, is rewarding its UAE customers with exclusive FIFA World Cup 2026™ fan experiences, including premium viewing access, interactive competitions, and hospitality benefits at Emirates Golf Club’s Footy Central in Dubai. The initiative gives customers the opportunity to experience a dedicated football watch party destination during the world’s biggest football tournament.
Running from 11 June to 19 July 2026, Footy Central will screen live matches alongside themed F&B, interactive games, family-friendly activities, competitions, and matchday entertainment. The programme builds on the global appeal of football’s premier event, which reached more than five billion viewers across all platforms during its previous edition, and reflects Qashio’s value proposition beyond spend management by turning client loyalty into tangible rewards and premium benefits.
The campaign will unlock exclusive access to selected matchday rewards and fan activations for Qashio customers, including F&B vouchers, matchday credits, Viya Points, gaming rewards, and VIP hospitality experiences. Viya Points, the digital reward currency within the Viya App ecosystem, can be redeemed across a premium lifestyle network of 400 venues, extending the value of the campaign beyond the matchday.
Guests can participate in the Ronaldo Header Challenge, where they can test their heading accuracy, while the FIFA Console Zone will host the PS5 FIFA Esports Challenge: Road to the Cup, with guests competing in head-to-head matches for leaderboard positions and daily rewards. Half-time engagement will include lucky draws during key matches, alongside Predict & Win competitions that reward guests for accurate match predictions.
Armin Moradi, CEO and Founder of Qashio, said: “Football is the most popular sport in the UAE among both Emiratis and the broader expat population, which makes the FIFA World Cup 2026™ a powerful moment to celebrate with our customers. Qashio was built to help businesses manage spend with more control and value, and this campaign extends that promise by turning loyalty into memorable experiences for finance leaders and teams across the country.”*
The FIFA World Cup 2026™ customer rewards campaign reflects Qashio’s broader approach to building a spend management platform that combines financial control with meaningful customer engagement. Through rewards, activations, competitions, and hospitality benefits, Qashio is continuing to create value for businesses beyond transactions, while giving customers new ways to engage with one of the most anticipated sporting events in the world.
For more information on the Footy Central experience and partnership opportunities, visit the link.
Financial
Vintage Vaults: Dubai’s Premium Safe Deposit Box Facility at Mall of the Emirates
As UAE residents prepare for summer holidays, international travel and seasonal relocation, Vintage Vaults, Dubai’s premium safe deposit box facility at Mall of the Emirates, is highlighting the importance of secure private vault storage for valuables, documents and high-value personal assets.
From jewellery and luxury watches to family heirlooms, legal documents, precious metals and collectibles, extended periods away from home can heighten concerns around security, accessibility and long-term protection. For residents, expatriates, investors and frequent travellers, secure storage during travel in the UAE has become an increasingly important part of responsible asset protection.
Vintage Vaults provides private safe deposit box rental in Dubai for individuals, families, collectors and business owners seeking a modern, discreet and service-led alternative to conventional safety deposit boxes. Combining advanced security infrastructure with premium client experience, the facility has been designed for clients who value privacy, convenience and peace of mind.
Located within Mall of the Emirates, Vintage Vaults offers client access during mall operating hours, 365 days a year. The facility operates within a 24/7 monitored security environment supported by UL-certified vault infrastructure, biometric authentication, controlled access systems, AI-powered surveillance, CCTV monitoring, motion detection technology and advanced alarm systems. It is also directly connected to Dubai Police and SIRA-linked monitoring systems, further strengthening its security framework.
Clients can choose from seven safe deposit box sizes ranging from XXS to XXL, accommodating a wide variety of assets including jewellery, watches, gold, cash, legal documentation, family archives, artwork and collectibles. Every box comes with complimentary insurance coverage, with protection of up to AED 2 million depending on the selected membership tier.
“Dubai has become home to a growing number of individuals and families who have accumulated significant personal and financial assets over the years,” said Sherif El Haddad, Founder and CEO of Vintage Vaults. “At the same time, we are seeing greater mobility, with people travelling more frequently, spending extended periods abroad, relocating between countries or managing assets across multiple markets. Accordingly, secure storage is becoming an essential part of responsible asset management, particularly during periods when people are away from home.”

Vintage Vaults offers three membership categories — Silver, Gold and Black — providing varying levels of insurance coverage, security features, box access nominees and premium services. Clients also benefit from private consultation and access rooms designed to maintain discretion, alongside a multilingual team trained in security, privacy, client service and asset protection.
For clients requiring additional support, the facility offers premium services including chauffeur arrangements, armoured transportation and bodyguard assistance, creating a comprehensive asset protection ecosystem tailored to high-value holdings.
According to Imran Shoukat Khan, Co-founder and Managing Partner of Vintage Vaults, demand for private vault services is being driven by a broader shift in how residents and expatriates think about protecting their assets.
“Today’s clients expect more than storage. They want confidence that their valuables are protected by robust infrastructure, supported by technology and managed with complete client discretion,” said Imran. “Whether someone is travelling for several weeks, relocating internationally or safeguarding assets for future generations, secure private vault facilities provide essential storage with , protection against theft, damage or loss along with peace of mind.”
The summer season presents a timely opportunity for UAE residents and expats to review how their valuable possessions are stored and protected. For many, a safe deposit box in Dubai offers a practical solution for securing jewellery collections, investment-grade precious metals, luxury watches, important family documents and sentimental heirlooms before extended travel or temporary relocation.
As one of the few independent private safe deposit box operators in the UAE not affiliated with a bank, Vintage Vaults offers a level of discretion, flexibility and service that traditional banking institutions may not provide. By combining advanced security standards, complimentary insurance coverage, flexible storage options and premium client services, Vintage Vaults continues to provide a trusted destination for clients seeking long-term asset protection in one of the world’s most dynamic wealth centres.
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