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4 PILLARS ON WHICH GCC BANKS CAN FINALLY BUILD THEIR EVERYDAY AI HOUSE

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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.

  1. 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.

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Financial

MultiBank Group and Khabib Nurmagomedov Launch an Exclusive Worldwide Multi-Billion-Dollar Joint Venture to Build the World’s First Regulated Tokenized Sports Ecosystem

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Multibank Group, the financial derivatives institution, has entered into an exclusive worldwide multi-billion-dollar joint venture with global sports icon and undefeated UFC champion Khabib Nurmagomedov (29-0) to create a first-of-its-kind regulated ecosystem connecting global finance, sports and technology.

The partnership will culminate in the creation of a multi-billion-dollar joint venture, MultiBank Khabib LLC, uniting two global powerhouses: MultiBank Group, a leader in regulated financial excellence, and Khabib Nurmagomedov, undefeated in the octagon and whose influence extends far beyond sport. The company will operate from MultiBank Group’s headquarters in Dubai, building a worldwide network of high-end sports ventures and real-world digital assets. This structure fulfills the vision of MultiBank Group Founder and Chairman, Naser Taher, for an exclusive global joint venture, granting MultiBank exclusive rights to develop and promote projects under the Khabib Nurmagomedov brand name, including the development of 30 state of the art Khabib gyms, Gameplan and Eagle FC brands.

The entire venture is backed by MultiBank Group’s regulated digital ecosystem and powered by its cornerstone $MBG Token being the driving force behind its expanding portfolio of real-world-asset (RWA) technologies and initiatives.

 Naser Taher, Founder and Chairman of MultiBank Group, stated: “From the UAE, we are shaping a new blueprint for the business of sport through the regulated tokenization of real-world sports assets (RWSA). Together with Khabib Nurmagomedov, and powered by our ecosystem token, $MBG, we are uniting finance and athletics into a single transparent, technology-driven ecosystem — one built on trust, innovation, and the strength of the MultiBank framework. This initiative proudly aligns with the UAE’s vision of becoming a global hub for digital asset innovation and world-class sports.

Khabib Nurmagomedov added: “This partnership with MultiBank Group is built on shared values of strength, respect, and discipline. Together with Multibank, we are building real global opportunities that go beyond sport, empowering athletes, and fans through a regulated and innovative digital ecosystem. This is only the beginning.”

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Edenred UAE strengthens market leadership with financially inclusive payroll solutions, C3Pay serving 2.5 million users

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Edenred, a leading digital platform for services and specific purpose payments and the undisputed market leader in salary processing and financial inclusion for the underbanked in the UAE, continues to reinforce its leading position in payroll card solutions, value-added financial services, and compliance-first innovation under the leadership of newly appointed Managing Director Claudio Di Zanni.

As the first company authorised by the Central Bank of the UAE to process WPS salaries, Edenred UAE has long positioned financial inclusion as the foundation of its offer in UAE — ensuring that access to financial services isn’t an added benefit, but a guaranteed outcome of getting paid. 

Trusted by both large enterprises and a growing base of SMEs, the backbone of the UAE economy, Edenred UAE now serves more than 15,000 corporate clients, 2.5 million cardholders, and partners with over 10 banks and 20 financial institutions. Demand has been strong in sectors such as manufacturing, construction, and facility management—where reliability and seamless execution are critical.

Edenred UAE salary cards, C3Pay, powered by RAKBANK and part of the Mastercard network, can be used globally. A key driver of Edenred’s adoption success is its unmatched expertise in on-site training at worker accommodations, which helps large enterprises efficiently onboard thousands of employees. This ensures that workers understand how to activate their cards, utilise app features, and engage with key financial tools.

Claudio Di Zanni, Managing Director, Edenred Middle East, said: “Edenred UAE has set the benchmark for payroll and financial access in the region with digital innovative solutions, great ambitions and internationally committed teams. Our ambition now is to extend that lead by deepening trust with our clients, scaling services that matter to end users, and ensuring full compliance in a fast-evolving regulatory landscape. With unmatched reach, an expanding client base, and a proven model for financial inclusion, we are ready to shape the next phase of the region’s salary card ecosystem — developing its full potential and contributing to giving workers who were previously excluded from the financial system a secure, transparent, and dignified way to manage their money.

Edenred UAE remains the reference in payroll solutions, as it continues to scale high-impact services, deepen banking partnerships, and reinforce its role as the benchmark for secure, compliant, and ethical financial access in the UAE and beyond. With a sharpened focus on innovation and strengthened leadership, it is entering a new chapter of platform excellence as the backbone of financial access for the UAE’s workforce.

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Dhruva urges UAE firms to focus on data sovereignty in e-Invoicing transition

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The 2026 mandate is an opportunity for businesses to align compliance with stronger data governance standards

With the UAE’s mandatory eInvoicing framework set to launch in 2026, Dhruva urges taxpayers to move beyond data residency considerations and focus on the critical issue of data sovereignty when selecting accredited service providers (ASPs). When adopting any cloud solution, it’s crucial to take the UAE National Cloud Security Policy into consideration, which provides a comprehensive checklist for cloud customers. This policy details necessary arrangements with cloud service providers, outlines contract requirements and sets cloud security requirements and enforcement measures.Dhruva is a leading tax advisory firm specializing in VAT, corporate tax, transfer pricing, and international taxation in the Middle East.

The eInvoicing rollout, based on the OpenPeppol five-corner model, will route all business-to-business (B2B) and business-to-government (B2G) invoices through ASPs that validate, exchange, and report tax-relevant data directly to the Federal Tax Authority (FTA). This shift makes the question of where data lives and who ultimately controls it – a matter of legal, operational, and financial consequence.

Commenting on the development, Nimish Goel, Partner and Head of GCC, Dhruva Consultants, said: “Businesses cannot afford to mix data residency with sovereignty. Hosting tax data within UAE data centres is necessary, but it does not, by itself, guarantee compliance or protection. True sovereignty means that encryption keys, administrative controls, and audit logs remain fully under UAE jurisdiction and cannot be accessed by foreign authorities. For taxpayers, this distinction is not technical—it is a fundamental risk-management decision.”

Dhruva highlights that this distinction is becoming urgent for three reasons. First, the UAE has enacted a robust Federal Data Protection Law (PDPL) and sector-specific rules that demand explicit safeguards on cross-border data flows. Second, with eInvoicing deadlines approaching, taxpayers must evaluate how each provider’s hosting model aligns with UAE data hosting requirements, sovereignty and National Cloud Security Policy laws. Finally, the operational reality is that migrating data and applications between clouds is not seamless. Factors such as data gravity, proprietary platforms, and audit trail integrity make switching providers slow, risky, and expensive.

“E-invoicing will not only redefine how businesses transact with government authorities, but also how they safeguard their most sensitive tax and financial records,” Goel added. “Companies need to recognise that the choice of ASP is a long-term strategic decision. The location of the cloud operator, the jurisdiction under which they fall, and the location of their control plane and encryption keys all impact compliance and data security far more than the physical location of the server rack.”

Dhruva advises taxpayers to approach ASP selection with a structured due-diligence process aligned with the policy for cloud customers in the UAE. This policy covers key domains such as governance, data location and sovereignty, interoperability, security incident and access management, data confidentiality, architecture and infrastructure companies should ensure that all storage, backups, and logs are held within UAE borders, that operational control and key management remain in UAE jurisdiction, and that providers comply with the UAE’s Peppol interoperability standard. Audit logs should be immutable, recovery sites must be located in the country, and exit strategies need to be documented and tested, with transparency on egress costs.

“Taxpayers cannot treat this as a simple IT procurement,” Goel emphasized. “It is a compliance and sovereignty choice that will determine their risk exposure for years to come. The time to ask these questions is now—before companies find themselves locked into providers that may not meet their future regulatory and operational needs.”

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