Exclusive Interview with Aseem Puri, CEO, Unilever International

• How is Unilever International using data and analytics to bring underserved and overlooked consumer groups into the center of your decision-making?

Many of the consumers we serve are invisible to conventional market structures, which are usually built around large, well-measured countries and mainstream shoppers. At Unilever International, we have turned that around by defining “underserved consumers” as our starting point: immigrants, global aspirers, and consumers in SMILE (small, island, landlocked, extreme) markets, who are often overlooked by traditional business models – and our business approach is specifically designed around these consumers.

Data analytics is central to our operations. We pull information from SAP, Salesforce and other operational systems into a single digital backbone, so shipment flows, customer orders, distributor stock and sales performance are visible in one real-time view across business functions. Alongside this, we use digital and social listening tools to understand what specific communities are searching for, watching and discussing, and we route those insights directly into innovation, portfolio and media decisions.

That is how we picked up emerging home-care rituals in Korea which inspired the Snuggle room spray and indoor dry range, now accounting for roughly 10% of the country’s fabric softener market. The same logic applies to partnerships: our role in building the ICC women’s cricket platform for brands such as Rexona and Dove was based on data on women’s sports viewership, participation and fandom, particularly in markets like India and the UAE. In this way, our investments are tied to real participation for girls and women and to growth in whitespace markets, not just to media reach.

• Diaspora consumers behave like distinct micro-markets with their own preferences. How are you using predictive modeling to anticipate their needs before they emerge?

For Unilever International, diaspora consumers are not a marginal audience; they are one of our largest growth engines. We serve more than 500 million diasporas across 40 SMILE markets, with a strong presence in the Gulf. We treat each major diaspora as a micro-market, with its own set of preferred brands, formats and seasonal or festive peaks.

Our predictive models combine migration trends, remittance flows where these are available, historic consumption patterns, and digital search and social signals to forecast how, when and where demand is likely to appear. As a result, we do not wait for an out-of-stock alert before acting.

For brands such as Bru, Lady’s Choice and Rafhan, we use forward-looking algorithms to shape assortment and route-to-market for South Asian and Middle Eastern communities in hubs such as the UAE, the UK and Australia.

From the shopper’s perspective, the benefit is simple. When they arrive in Dubai or London, the brands and pack sizes they recognise from home are already available in store or online, such as Ramadan, Diwali or Eid, because our models have anticipated those peaks rather than reacting after the seasons.

• Digital integration and data sharing are becoming standard across retailers and e-commerce platforms. How have these partnerships evolved for Unilever International in the UAE?

In the UAE, we have purposefully moved our relationships with retailers and e-commerce platforms away from purely transactional interactions towards shared value creation. By integrating sell-in and sell-out data feeds into our digital systems, we can see, almost in real time, how diaspora and expatriate shoppers are buying across modern trade and online channels.

This shared visibility allows us to co-create category strategies with key partners. Together, we tailor shelf layouts for Indian, Filipino or African shoppers in specific catchment areas, align promotional calendars to their festive occasions, and optimise e-commerce cut-off times so that late-night orders can still arrive the following day. Data sharing help both parties to reduce waste, avoid duplicated inventory and execute innovations with much shorter and more reliable launch windows.

Our role in brokering platforms such as ICC women’s cricket, announced at a festival in Dubai, also gives our customers access to high-energy brand properties. We then activate these jointly across stores, e-commerce and social channels in the Gulf. This creates a closed loop between data, media and execution that is grounded in the lived experience of UAE consumers, rather than driven solely by internal planning cycles.

• AI adoption is accelerating across supply chains and consumer insights. How is Unilever International using AI to create real value for underserved consumers while enabling faster, smarter growth?

We see AI as a strategic teammate that extends the capability of our people rather than replacing them. Our AI Hub in Singapore co-ordinates how tools are deployed across demand sensing, supply chain and marketing, and human resources. We are moving from isolated experiments to integrated systems that connect marketing, supply chain, finance and resourcing data so that decisions can be made jointly and in real time.

For underserved consumers, the impact is very tangible. AI-driven demand sensing and container optimisation help us keep shelves stocked and navigate complex routes without relying on a single corridor, even when there are disruptions such as the Red Sea crisis. AI-powered social listening highlights niche behaviours, for example Koreans using fabric fresheners as room sprays or searching for indoor drying solutions. These insights led to new Snuggle formats tailored to local needs, which gained share quickly.

We also have a documentation centre of excellence to manage end-to-end paperwork for new and existing product entries. We have partnered with a tech startup to develop an AI-optical character reading programme that supports import and export processes, and optimises container loads with 100% accuracy.

All AI activity is guided by Unilever’s Responsible AI Policy, which requires transparency, human oversight and the ability to challenge decisions in every use case. This balance between speed and responsibility allows us to unlock growth without compromising trust.

• In many emerging markets, data is often limited or incomplete. How do you build a reliable, tech-enabled decision-making system in these environments to ensure accuracy and speed?

Many of the countries we serve, including small islands, landlocked states and conflict-affected territories, do not generate the rich, structured data sets that larger markets enjoy. Instead of waiting for perfect information, Unilever International has built a “good enough to act” decision system that deliberately combines different sources of insight.

We integrate shipment data from our SAP backbone, distributor sell-out data where it can be secured, digital shelf and pricing information, and social listening. We complement this with qualitative insight from local teams, NGOs and institutional partners. In SMILE markets such as rural Laos or East Timor, we overlay container-level visibility so that we can see precisely where goods are located, how long customs processes are taking and where real bottlenecks are forming.

AI-enabled tools help us to close the gaps. We use proxy indicators to forecast demand and plan scenarios to test potential price and promotion moves. Human judgement, particularly from local partners, remains central. Our digital backbone ensures that decisions are fast, repeatable and auditable, even in highly challenging environments.

• Leading a tech-driven organization requires both vision and adaptability. What personal leadership principle has shaped the way you guide Unilever International through digital transformation and fast-moving markets?

The principle that has influenced my leadership most is empathy combined with decisive action. Unilever International delivers products to nearly every country in the world, barring sanction markets, which means our teams work across a wide range of cultures, regulatory environments and infrastructure conditions. If I do not genuinely understand what motivates colleagues, customers and consumers on the ground, even the strongest digital strategy remains abstract.

At the same time, I believe in empowering our teams to experiment and fail forward. This mindset, supported by data and AI, allowed us, for example, to build a direct-to-consumer platform in 100 days and to scale collaborations such as the IHG bulk-amenities partnership, which removes hundreds of tonnes of single-use plastic annually while giving travellers an improved yet sustainable Dove experience.

We embed this way of working through our “digital identity” approach, where leaders explicitly carry digital responsibilities within their titles and objectives. This makes it clear that technology, AI and data are not the concern of a separate specialist team. They are part of how every leader at Unilever International serves underserved consumers and grows the business with both speed and responsibility.

Answers attributed to Gustavo Gassmann, Vice President and Head of Emerging Markets at HID

Gustavo Gassmann, Vice President and Head of Emerging Markets at HID, shares his perspective on how rapid digital transformation is redefining access control and identity solutions across the Middle East.

Q: What is driving the shift towards mobile access infrastructure in the region?
A: Digital transformation is happening globally, but in the Middle East it has been adopted at a very advanced pace. Mobile access supports this shift by combining convenience with strong security. People here already use apps and digital wallets for payments, public transport, and daily activities. Introducing mobile access into physical security is a natural extension of that behavior. It delivers convenience while maintaining security through a device people already carry with them.

Q: Do you always prioritize the customer perspective, especially end users?
A: Absolutely. While our partners play a critical role, the solutions we create are ultimately for individuals. Our focus is on ensuring people feel confident, supported, and secure as technology and infrastructure continue to evolve.

Q: How does integration with Apple Wallet and Google Wallet add value?
A: We are leveraging a device that people already depend on for photography, communication, banking, and payments. Using that same familiar device to securely access offices or restricted areas removes friction. There is no need to learn a new system or carry additional credentials. The experience is intuitive, familiar, and secure, which significantly increases adoption and usability.

Q: Why is multi-technology support essential for scalability?
A: Many of our customers have been with us for decades, and technology naturally evolves over time. Physical access control includes doors, gates, and complex infrastructure, which cannot be replaced overnight. Large organizations may manage multiple buildings and tens of thousands of employees, so upgrades often take place gradually over months or years. Multi-technology support allows new solutions to be deployed while existing systems continue to operate. It also addresses different needs across locations. In some environments, carrying credentials may not be ideal, and facial recognition becomes a better option. Since everyone already has their face with them, it offers a highly convenient and seamless access experience.

Q: Which industries are leading the adoption of advanced identity solutions in the Middle East?

A: The financial sector is at the forefront, including banks and insurance companies, where security is the highest priority. Concerns around cybersecurity are driving strong interest in advanced technologies, making this a key vertical for us.
Corporate real estate is another major driver, especially given the rapid development of new buildings across the region. We also see significant demand from manufacturing, oil and gas, airports, and any environment with complex and high-security requirements. These are areas where our solutions deliver the greatest value.

Q: How is HID supporting smart cities across the region?

A: Our focus is on building a strong ecosystem. We provide technologies that support universities, hospitals, metros, airports, and government entities. While each sector has its own requirements, they are all connected through the same underlying technology. The real value comes not just from individual solutions, but from an integrated ecosystem of technologies and partners working together.

Q: What message would HID like to share with Intersec 2026 attendees?
A: First, Intersec is a vital platform for connecting with end users, technology partners, and even competitors, which is extremely valuable for the industry.

Second, technology continues to evolve, and we encourage engagement with companies that have innovation and forward-thinking embedded in their DNA.
Finally, we would like to thank the Intersec organizers and the market itself. The region has contributed significantly to our growth, and we are proud to be deeply involved here. We remain committed to supporting the market and are confident that this strong growth trajectory will continue.

Rudie Opperman: Regional Manager, Engineering & Training – MEA at Axis Communications

1. How is AI transforming the role of security cameras from passive monitoring tools into intelligent decision-making systems?

AI is fundamentally changing what security cameras are used for. Cameras are no longer just recording devices that capture footage for review after an incident. They are becoming intelligent sensors that can interpret what is happening in real time.

With AI built directly into the camera, systems can detect objects, recognise patterns and identify unusual behaviour as events unfold. This enables organisations to move from reactive monitoring to proactive decision-making, responding faster and more accurately without relying solely on manual observation or post-incident analysis.

Axis will demonstrate this shift in practice at Intersec Dubai 2026, showing how intelligence at the edge enables cameras to generate actionable insights directly at the source, supporting faster decisions, improved safety and stronger operational outcomes across complex environments.

• How can AI in security cameras enhance operational efficiency while reducing manual monitoring costs?

AI significantly reduces the reliance on continuous manual monitoring by filtering out routine activity and directing attention to events that genuinely require action.

Instead of operators watching multiple screens or reviewing large volumes of footage, analytics highlight exceptions such as unusual movement, safety risks or policy violations. This improves response times, reduces operator fatigue and allows teams to manage larger or more distributed environments without increasing staffing levels.

For organisations operating at scale, this approach delivers measurable efficiency gains while maintaining high levels of situational awareness and control.

• What are the key benefits of edge-based AI processing in security cameras?

Edge-based AI enables data to be processed directly within the camera rather than being sent to central servers or the cloud for analysis.

This allows insights to be generated immediately at the scene, supporting faster response and more reliable system behaviour. It also reduces bandwidth usage and storage requirements, lowering infrastructure demands and overall system complexity.

Processing data locally strengthens resilience and privacy, as systems rely less on constant connectivity and continue to function effectively even in constrained or demanding environments.

• What industries are seeing the greatest impact from AI-enabled surveillance today?

AI-enabled surveillance is delivering the greatest impact in environments where real-time awareness, safety and operational continuity are critical.

This includes sectors such as critical infrastructure, transport and logistics, industrial facilities, smart cities and large public venues. In these settings, AI helps organisations detect issues earlier, respond more effectively and maintain smooth operations in complex or high-risk conditions.

Increasingly, security cameras are also being used as sources of operational data, supporting compliance, planning and informed decision-making beyond traditional security use cases.

• How is Axis leveraging AI to deliver smarter, more reliable, and future-ready security camera solutions?

Axis embeds intelligence directly into its devices and designs systems around open, scalable platforms that can evolve over time.

By combining edge-based analytics, purpose-built processing technology and a strong ecosystem of partners, Axis enables customers to adapt their systems as operational needs change. This approach supports long-term reliability, cybersecurity and consistent performance across the system lifecycle.

Rather than forcing frequent hardware replacement, Axis focuses on architectures that allow intelligence and functionality to grow through software, ensuring systems remain relevant, secure and effective as technology and use cases continue to evolve.