Financial
4 PILLARS ON WHICH GCC BANKS CAN FINALLY BUILD THEIR EVERYDAY AI HOUSE
By Sid Bhatia, Regional VP & General Manager – META, Dataiku
The GCC always learns its lessons well. Since the 2008 financial crisis, regional governments have reformed their FSI sectors to establish greater transparency and stability. Everything from a tightening of liquidity rules to the broad digitalization of the industry, and even the greater focus on ESG, can be tied to central banks’ desire to never again be at the mercy of a global crisis not of their making. While challenges such as currency pegs and inescapable market connectivity remain, strides have been made towards a sustainable, resilient regional FSI industry. The fintech sector is humming with activity. For example, in December, Saudi Arabia’s BNPL (buy now, pay later) success story Tamara became the kingdom’s first fintech unicorn, reaching its billion-dollar valuation during a US$340-million Series C equity funding round. And as smaller players soldier on, showing everyone else what is possible, even veteran brands are looking for ways to do more. Preferably, with less.
Lately, the “do more with less” proposition inevitably leads to generative AI. With all the swagger of a Hollywood starlet, it strutted into the mainstream practically overnight and showed us what modern technology can now do (cheaply) for those who have data. And FSI entities have lots of data. Now if they can only rest their adoption strategy on the right pillars. Here are the four I would suggest.
- PREPARE, PREPARE, NOW GO
Clean your data. Organize your data. Train your people and determine who will have access to what. Establish governance policies. Draw up a roadmap of priorities that includes any necessary cloud migrations. What KPIs will you use? How will they be measured and how will they tie to goals in order to tell you whether you are succeeding or failing? All of this goes together to form the horse on the AI journey. The cart, full of AI models, comes later. Without preparation, most complex endeavors are doomed to fail. That said, the preparation should not stall the work. FSIs already have a strong mindset for data gathering and analysis that pervades the workforce. And it benefits nobody to spend all your time feeding and grooming the horse while the cart sits idle. So do not reinvent processes for the sake of reinvention. As you move along the road, everything from the design of workflows to the tolerance for risk may change. You may bore the precious talent waiting to innovate if you spend too much time planning. So, yes, plan diligently, but then get on the road.
- SPIN PLATES
Banking and risk go hand in hand. And modern risks are appreciably higher than ever. Institutions must protect privacy and their own proprietary interests. Data, analytics, and AI all have direct bearings on regional FSI organizations’ reputations and their obligations to regulators. But again, we must be mindful of the implications of a stationary cart. Banks must be daring enough to act but be cautious enough to do so safely. Your people are your innovators, so they need access to data. Ownership must be granted under the right framework and IT setup. Teams must learn how to balance action with safety — how to spin plates, if you will. They should test, evaluate, and learn from results instinctively while understanding the goal they are pursuing. For example, anti-money-laundering (AML) is an obvious target for AI, with clear benefits, but an inaccurate model could lead to a false positive and, if managed ineptly, could result in a damaged customer relationship at best and widespread brand excoriation at worst.
- NAIL IT DOWN
At some point, it is time to stop testing the water and commit to a swim. The goal of Everyday AI is a culture change, which requires the embedding of technology in everyday processes. Workflow owners must be empowered to drive their own change, albeit in consultation, or even collaboration, with others. Indeed, it is these traditional silos that so often stall progress on AI journeys. But if culture change has been achieved then all stakeholders will know the metrics, goals, workflows, and governance restrictions in play. This interconnected, collaborative ownership of projects is a path to success but is only possible after the AI culture has been nailed down.
- GIVE THE NEW KID A SHOT
Generative AI is, to FSI entities, as much a potential boon as it is a bane. While the privacy downsides of certain products may rule them out as adoption targets, the raw technology is extremely powerful for meeting banks’ content-production needs. Costs will plumet while the potential for scalability skyrockets. Some FSI organizations have been attracted to generative AI because of its relatively low data-dependency. It also has the capacity to be a virtual assistant to customer facing human agents, boosting their real-time performance in any number of ways, from proactive information gathering to upselling and cross-selling opportunities. Outside of the customer arena, generative AI can support urgent operational issues such as sustainability. It can sift through thousands of documents and come back with insights on how portfolios are affecting carbon-impact goals. Generative AI has a prominent role to play in the digitalization of the FSI sector. Its applications are extensive and any player not evaluating it may risk being left behind.
THE ROAD TO EVERYDAY AI
Horses and carts aside, it is the journey that matters. Every milestone passed, every project delivered is another step towards the data culture that sets a bank apart. Customers want individualization. They want quick turnarounds on applications and requests for information. And they want security. AI can be an analyst of markets, a valet to customers, and a guard dog for data. Generative AI may be monopolizing the limelight, but no matter which you choose, there are plenty of tools out there that can give regional businesses a leg up, an eye on the horizon, or a fresh new voice.
Financial
ATHAR+ LAUNCHES 2ND HACK4IMPACT HACKATHON IN ABU DHABI
Athar+, Abu Dhabi’s first purpose-driven hub dedicated to accelerating social impact, operated by the Authority of Social Contribution – Ma’an, has launched the second edition of its HACK4IMPACT hackathon, bringing together changemakers to develop practical solutions that address key social priorities and contribute to positive social impact across Abu Dhabi.
Launched in line with the objectives of the UAE’s Year of Family, this edition of the hackathon focuses on addressing family-related challenges through innovative and community-driven approaches. Taking place from 16-18 June 2026 at Athar+, the three-day programme brings together aspiring entrepreneurs, innovators, professionals, and community members to develop solutions addressing three family-centred priorities: building stronger family foundations, enhancing financial wellbeing for parents, and supporting families caring for aging parents.
Guided through a structured innovation journey, participants will apply design thinking methodologies to explore challenges, validate ideas, develop prototype concepts, and present their solutions to a panel of judges.
High-potential concepts emerging from the hackathon have the opportunity to be considered for further support through Athar+’s incubation ecosystem, enabling participants to continue developing their solutions beyond the event. Through these challenge areas, the initiative aims to advance family wellbeing, strengthen social cohesion, and support the development of solutions that respond to the evolving needs of families in Abu Dhabi.
This initiative aims to strengthen practical innovation skills among participants while identifying high-potential ideas and scalable concepts capable of addressing key social priorities. It also encourages collaboration by bringing together individuals from diverse backgrounds and expertise. The hackathon provides an accessible entry point for youth and first-time innovators to contribute to solving community challenges through entrepreneurship and social innovation, inspiring them to play an active role in shaping impactful and practical solutions.
His Excellency Salem AlShamsi, Executive Director of Social Incubation and Contracting at Ma’an said: “HACK4IMPACT reflects Athar+’s commitment to empowering innovators and aspiring entrepreneurs to develop practical solutions that address real social priorities and enhance quality of life across our communities. By empowering future talent through Athar+, we are strengthening Abu Dhabi’s position as a regional hub for social entrepreneurship while advancing the Authority’s vision of fostering a culture of giving, participation, and measurable social progress.’’
Aligned with the objectives of the UAE’s Year of Family, the initiative also supports broader national efforts to strengthen family wellbeing, social resilience, and community cohesion through collaborative innovation and inclusive engagement.”
Through dedicated workspaces, expert mentorship, professional services, and tailored growth programmes offered by Athar+, participants will be supported in transforming ideas into prototype concepts while gaining access to opportunities within Abu Dhabi’s innovation and entrepreneurship ecosystem.
Financial
QASHIO AND NEXA AI LAB LAUNCH PARTNERSHIP TO AUTOMATE FINANCE WORKFLOWS IN THE UAE
Qashio, the UAE’s leading spend management platform, has partnered with NEXA AI Lab, the AI division of NEXA, one of MENA’s leading digital growth agencies, to help accelerate AI adoption across finance teams in the UAE through automation and AI-powered financial workflows.
As part of the partnership, Qashio and NEXA AI Lab will work together to support businesses in adopting AI tools that improve spend visibility, streamline manual processes, and make finance operations more efficient. The partnership will also include a free AI audit to help finance teams identify where AI can deliver immediate operational value and support broader adoption across the business. Both companies say the initiative is designed to move businesses from AI awareness to implementation, in line with the UAE’s national AI strategy targeting full public sector AI integration by 2031.
Amit Vyas, CEO of NEXA, comments: “AI delivers value when it is embedded directly into day-to-day workflows, rather than treated as a standalone concept. Finance is one of the clearest areas where this shift is already taking place, with businesses under increasing pressure to improve real-time decision-making. Through our partnership with Qashio, our goal is to help organisations identify where AI can be applied in practical, high-impact ways across financial operations.”
Armin Moradi, CEO of Qashio, said: “A global industry survey shows that 81% of financial institutions expect AI to be embedded in their core operations by 2030, and the UAE is one of the fastest-growing AI markets globally, setting a new baseline for competitiveness across the private sector. Our partnership with NEXA AI Lab is built to help close the gap between AI adoption plans and real execution, enabling enterprises and SMEs in the UAE to compete with the best in the world.”
Qashio has already integrated AI into its own financial workflows through features such as AI-powered receipt capture, which automatically extracts key information, including TRN, vendor names, and transaction data. The technology helps finance teams reduce manual data entry, save more than 4 hours each week, and maintain cleaner, more reliable financial records.
NEXA brings deep expertise in digital transformation and AI implementation across industries. Together, the two companies are focused on making AI accessible and measurable for businesses in the UAE. Both companies are already using tools like ConvoAI to improve access to data and provide instant support outside of working hours. Qashio is already leveraging NEXA AI Lab’s product offering. This reflects a broader shift towards always-on, AI-enabled operations.
Financial
Standard Chartered Supports Pakistan’s First Panda Bond Issuance in Chinese Interbank Market
Pakistan has successfully completed its inaugural Panda bond issuance in China’s interbank bond market, raising RMB 1.75 billion through a three-year transaction that marks the country’s first direct entry into China’s capital markets.
Standard Chartered (China) Ltd. Co acted as the only foreign bank serving as joint lead underwriter and joint book runner for the transaction, supporting Pakistan in broadening its international financing channels while strengthening financial connectivity between regional capital markets.
The issuance received strong support from multilateral development institutions, including the Asian Infrastructure Investment Bank (AIIB) and the Asian Development Bank (ADB), which together guaranteed 95 per cent of the bond’s principal and interest payments. The structure helped attract significant demand from Chinese banks, securities houses, and international financial institutions.
The transaction was reportedly more than five times oversubscribed, allowing Pakistan to price the bond at 2.50 per cent, the tightest end of the indicated pricing range.
Salman Ansari, Global Head, Capital Markets, Standard Chartered, described the issuance as a strategically important transaction that expands Pakistan’s access to global liquidity pools while demonstrating the growing relevance of regional capital markets within the international funding landscape.
The transaction also reflects the broader evolution of the Renminbi within global financial markets, as China continues expanding the role of its currency beyond trade settlement into cross-border financing and sovereign funding structures.
Jerry Zhang, Global Head of Banks & Broker Dealers and Head of Coverage, Greater China and North Asia at Standard Chartered, said the transaction highlighted the bank’s role in connecting international issuers with China’s domestic capital markets while also reflecting the continued internationalisation of the Renminbi.
The Panda bond market has increasingly attracted a wider range of sovereign, supranational, and institutional issuers in recent years as regional economies explore diversified funding channels and deeper access to Chinese liquidity pools.
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