As customer expectations evolve and digital technologies reshape the automotive landscape, dealerships are moving beyond one-off vehicle sales towards connected, data-driven customer relationships.

In this exclusive interview with Monzer Tohme, Managing Director, MEA & APAC, Keyloop explores how unified platforms, AI, and customer intelligence are redefining the future of automotive retail across the Middle East.

What is the fundamental change happening beneath the surface that most people are still underestimating within the automotive retail space?

The shift from selling cars to selling continuous experiences, and the data layer that makes it possible.

The change most people miss is this: automotive retail is quietly moving from a transactional model to a data-driven relationship model. Every interaction a customer has, a service visit, a finance inquiry, a test drive generates a signal. For decades, those signals were lost. Today, the dealers and OEMs who are winning are the ones connecting those signals into a single customer intelligence layer.

What’s underestimated is the compounding effect of that data. It’s not just about personalisation or marketing. It’s about predicting the next need before the customer voices it, whether that’s a service upsell, a renewal, or a new vehicle. The dealers who build that capability now will have a structural advantage that’s very hard to close later.

We often hear about digital transformation in automotive retail. In reality, what does that mean for a dealer on the ground here in the UAE?

It means removing the friction between the customer’s expectation and the dealer’s ability to deliver in real time, at every touchpoint.

UAE customers are among the most digitally sophisticated in the world. They research online, compare across brands, and expect a seamless handoff when they walk into a showroom. So for a dealer on the ground, digital transformation is not a back-office project. It is the front line of the customer experience.

In practical terms, it means a sales executive knowing a customer’s full history before the conversation starts. It means a service advisor being able to book, update, and close a job card without paper. It means the dealer principal seeing their whole business, inventory, pipeline, aftersales revenue, on a single screen, not ten spreadsheets. At Keyloop, that is exactly what we are enabling: systems that make the dealer faster, smarter, and more connected to their customer than they have ever been.

We have a sales-driven dealership model here. Do you think we will soon move towards a lifecycle or ownership-driven model?

Yes, and the smarter dealers in this region are already making that move. The question is not if, but how fast.

The traditional Gulf dealership model was built on volume, conquest, and the next sale. That worked when customers had fewer choices and lower expectations. Today, with more brands, more channels, and more informed buyers, holding on to a customer through the entire ownership journey, service, insurance, accessories, finance, trade-in, next vehicle, is far more valuable than winning them once and losing them to a competitor two years later.

The region also has some natural tailwinds. Vehicle ownership periods here are longer than many markets. Loyalty programmes are becoming more sophisticated. And OEMs are starting to push dealers toward customer lifetime value metrics, not just unit sales. The dealers who will lead the next decade are the ones who start treating the delivery of a car not as the end of the sale, but as the beginning of a relationship.

At Keyloop, our entire platform philosophy is built around that lifecycle view, giving dealers the tools to stay relevant and valuable to their customers long after the keys are handed over.

Fusion is positioned as an end-to-end platform. What was broken in the traditional dealership tech stack that required this kind of unified approach?

The old stack wasn’t one broken thing, it was five or six disconnected systems that were never designed to talk to each other.

If you walked into most dealerships in this region five years ago, you would find a DMS handling stock and invoicing, a separate CRM for sales leads, another tool for workshop job cards, a standalone finance and insurance module, and often a completely manual process for parts ordering. Each system had its own database, its own logic, its own version of the customer record. The result was that a dealer could sell a car, service it three times, and still not know the customer’s name when they called in.

◈ Fragmented customer identity: Sales, service, and finance held separate customer records with no unified view across departments.

◈ Data trapped in silos: Actionable insights sat locked inside individual systems, reporting required manual consolidation, often in spreadsheets.

◈ eInvoicing introduction: Every new tool added another point-to-point integration to maintain, creating fragility and escalating IT costs over time.

◈ Slow, error-prone workflows: Re-keying data between systems introduced errors and added minutes to every customer interaction, multiplied across thousands of transactions.

Keyloop Fusion was built to eliminate that entire class of problem. When sales, aftersales, parts, finance, and CRM all run on a single data model, the customer record becomes the source of truth that every team works from. A service advisor can see the customer’s purchase history. A sales executive can see their service loyalty. The dealer principal can see the whole business in one place. That is not a feature, it is a fundamentally different architecture that changes how a dealership operates.

For the Middle East specifically, this matters even more. Our dealership groups here are large, multi-brand, multi-site operations. The complexity they carry is enormous. A unified platform is not a nice-to-have for them, it is the only way they can scale without proportionally scaling their headcount and risk.

What kind of partnerships or ecosystem play is Keyloop looking to build here in the Middle East in 2026–2027?

We are building an open ecosystem, not a walled garden. The partnerships we are focused on fall into four areas that directly amplify what dealers and OEMs in this region need most.

Digital retail & mobility platforms: Connecting to regional marketplace and mobility platforms so dealers can manage online inventory, leads, and digital retailing from inside Fusion without channel switching.

AI and data intelligence partners: Working with analytics and AI providers to layer intelligence on top of Fusion’s data, predictive service reminders, demand forecasting, and customer churn signals.

OEM & manufacturer integration: Deeper real-time connectivity with OEMs on warranty claims, vehicle data, and campaign management, reducing friction between the factory and the showroom floor.

Financial services & insurance: Embedding regional finance and insurance providers, including multiple finance options, natively into the sales workflow, so F&I becomes seamless rather than a separate conversation.

Beyond technology, we are also investing in our implementation and consulting partner network in the region. The Middle East has some of the most ambitious dealership groups in the world. Groups that operate across the GCC, into Africa, and into South Asia. Supporting their scale requires a strong local partner ecosystem, not just a product.

The strategic intent is clear: Keyloop becomes the platform that other automotive technology companies want to connect to, not the system that sits in isolation. We want to be the operating system of the dealership, with a marketplace of capabilities around it. That is the direction for 2026 and into 2027, and the Middle East is a priority market for proving that model out.

By Rabih Haydar, Director of Partnerships EMEA, Autotech Ventures

Innovation is abundant across the global mobility landscape, but successful large-scale deployments are rare. Many markets remain stuck in pilot mode, testing promising technologies without the regulatory alignment, infrastructure readiness, or political will to move beyond experimentation. This is where the UAE, Saudi Arabia, and other members of the Gulf Cooperation Council (GCC) stand apart. Here, mobility tech are not confined to trials or press releases; they are being rolled out across cities, transport networks, and logistics corridors with real users and real impact. The region isn’t just talking the talk; it also walks the walk.

The GCC’s governments have made mobility a strategic priority, tying it directly to economic diversification, sustainability, and competitiveness. This enables faster decision-making and coordinated execution. Additionally, large-scale urban developments and national transport strategies provide the canvas to deploy technologies from end to end, rather than in isolation. For example, Dubai’s Smart Self-Driving Transport Strategy has set a target of having 25 percent of all trips autonomous by 2030, while Saudi Arabia’s Vision 2030 aims to have 15 percent of public transport vehicles autonomous by that year. As a result, the GCC is shifting the global mobility narrative. Instead of focusing solely on where technology is invented, it calls attention to where it is implemented, integrated, and scaled decisively.

Governments as platform builders

In mobility, impact is not defined by how advanced a technology is, but by how widely and reliably it is deployed. Only by successfully transitioning from experimentation to execution can a mobility project unlock real outcomes: reduced congestion, lower emissions, improved logistics efficiency, and better quality of life. By focusing on scale, the region is accelerating learning cycles, driving costs down, and creating real-world operating environments that technologies simply cannot replicate in small pilots.

What truly differentiates the GCC in mobility deployment is the role governments play, not merely as regulators, but as platform builders. Across the region, national and city-level authorities are setting clear long-term mobility agendas and backing them with capital, infrastructure, and execution capacity. This infrastructure‑first approach means that charging networks, digital platforms, dedicated lanes, ports, and logistics zones are often built ahead of demand, dramatically reducing friction for deployment.

Equally important is regulatory intent. Rather than reacting to new technologies, policymakers are designing frameworks that anticipate them, using sandboxes, pilot-to-scale pathways, and public procurement to accelerate adoption. Governments also act as anchor customers, creating immediate demand for solutions in public transport, logistics, and urban services. Many startups struggle to secure these elsewhere.

This level of coordination allows mobility tech to be deployed system-wide instead of in isolation. The result is faster commercialization, clearer unit economics, and generation of real operational data at scale. In an industry where fragmentation often slows progress, the Middle East’s government-led platform model is emerging as a powerful catalyst for execution.

Global Technologies, Local Scale

The GCC is successfully deploying global mobility tech at scale, from electric vehicles (EVs) and autonomous vehicles to drone logistics, while making room for competition to elevate the ecosystem.

Across the region, EV penetration doubled from roughly 2 percent to 4 percent between 2024 and 2025, making it among the world’s fastest-growing EV markets. The UAE leads the region with EV penetration of around 6 percent, while Saudi Arabia committed around $50 billion to EVs by 2030, including its homegrown EV brand, Ceer Motors. Chinese OEMs such as BYD, Geely, and MG have also rapidly captured market share in the region, rising from around 2 percent in 2019 to 15 percent in 2025. This influx of competitively priced, high-tech Chinese EVs, often adopting battery innovations and integrated software ecosystems, has accelerated regional electrification.

In Abu Dhabi, WeRide and Uber launched the Middle East’s first fully driverless Robotaxi service in November 2025, backed by the world’s first city-level permit for Level 4 autonomy. Operations are expanding to cover 70 percent of the city, with plans to deploy 1,200 robotaxis across Abu Dhabi, Dubai, and Riyadh by 2027.

Innovation in drone logistics is also abundant in the GCC. UAE urban and industrial pilots are using drones to transport parcels, documents, and even medium-range cargo via VTOL drones with capacities up to 250 kg, supported by unified airspace platforms.

Where Deployment Becomes Advantage

Taken together, the GCC’s approach to mobility is creating a new center of gravity for the industry, defined by execution at scale. For founders, the region is a unique place where technologies can move quickly from pilot to real-world deployment, supported by infrastructure, regulation, and committed demand. This shortens the path to validation, revenue, and global relevance.

For investors, the opportunity lies in engaging early in markets where scale is not a future aspiration but a design principle. Companies that can prove they can perform in the GCC’s complex, high-demand environments are more likely to be competitive globally. And for policymakers, the challenge and the opportunity both lie in sustaining this momentum by continuing to enable open ecosystems, talent inflow, and cross-border scalability.

The future of mobility will not be shaped solely in labs or boardrooms, but in the city’s roads, where technology is deployed decisively and system-wide. Through the large-scale rollout of these technologies, driven by government infrastructure, regulatory foresight, and private-sector innovation, the GCC is going beyond just adopting global mobility tech and is now shaping it.

Exclusive interview with Mr.Xiao Feng, General Manager of Changan MEA

1. As EV adoption continues to grow globally, where do you see self-charging hybrid systems fitting into the Middle East’s long-term mobility transition?

A: Self-charging hybrids are far more than a temporary fix; they are a strategic enabler for the Middle East’s unique mobility landscape. While the global shift toward full electrification is clear, the specific realities of our region, such as vast travel distances, require a tailored approach. According to Roland Berger’s EV Charging Index 2025, one in three GCC EV owners drives more than 20,000 kilometers annually, placing the region among the highest usage markets globally.

Under our Vast Ocean Plan 2.0, we introduced the BlueCore iDE-H architecture to serve as a reliable bridge for these high-mileage driving conditions. It addresses the immediate need for carbon reduction without requiring a major shift in daily driving habits. Our technology acts as the link between the region’s current reliance on traditional vehicles and a future defined by sustainable, electric mobility.

• Many conversations around future mobility focus heavily on fully electric vehicles. Why do you believe hybrid technology still has an important role to play, particularly across the MEA region?

A: While the industry spotlight is often on full EVs, hybrid technology remains a vital pillar for the MEA region. Changan adheres to a diversified technical layout rather than a one-dimensional approach. Our BlueCore Hybrid moves beyond the traditional fuel first approach toward a more balanced, electric first architecture.

This delivers a clear leap in performance including faster power response and superior quietness, while also operating effectively in high temperature desert environments where pure EVs still face limitations. In this sense, we are not simply filling a gap, we are building a practical diversified low carbon ecosystem that is relevant for today’s conditions.

• How do you assess the Middle East’s current EV readiness, particularly in terms of charging infrastructure availability across the UAE and wider GCC? Additionally, how do you see recent fuel price fluctuations and ongoing regional dynamics influencing consumer interest in EV adoption?

A: The GCC’s EV readiness has evolved significantly, shifting from cautious trials toward more confident scaling, with penetration doubling within a year. While the UAE and Saudi Arabia have introduced strong Net Zero visions, including Saudi Arabia’s rapid growth in EV adoption, the broader regional transition continues to progress in phases.

At the same time, fuel price fluctuations have made consumers increasingly focused on total cost efficiency and long-term value. As highlighted in PwC’s eReadiness 2025 study, lower operating costs remain a key driver for EV interest, while upfront vehicle pricing continues to be a major consideration for many buyers. Within this environment, Changan’s hybrid solutions offer a balanced approach by combining economic practicality with low carbon mobility benefits for consumers who may not yet be ready for a full EV transition.

• For many drivers, range anxiety and charging convenience remain major concerns around EV adoption. Do you see self-charging hybrids acting as a psychological bridge toward broader electrification?

A: Absolutely. While the region has reported world-leading charging satisfaction scores exceeding 94%, range anxiety and charging duration remain key concerns for many consumers who have yet to transition to EVs. PwC data also shows that charging time continues to be a major barrier for skeptical buyers, while a significant number of GCC drivers are calling for greater fast charging coverage along highways and long-distance routes.

Our iDE-H self-charging hybrid directly addresses these concerns by eliminating the need for external charging while delivering an ultra-long cruising range. At the same time, it provides a smooth and refined driving experience that mirrors EV-like performance, helping users gradually build confidence and familiarity with electrified mobility without the added concern of locating available charging infrastructure during long journeys.

• How important is simplicity for today’s drivers, especially those who may want electrified mobility benefits without changing their daily driving habits?

A: Simplicity is a critical requirement for modern drivers in this region. Many consumers are interested in the benefits of electrification but are not yet ready to fundamentally change their daily driving or refueling habits.

Changan’s self-charging hybrid solutions are designed specifically around this reality. They retain the familiar experience of traditional refueling while delivering significantly improved efficiency, quieter operation, and enhanced performance. Supported by a robust global service network and straightforward maintenance requirements, they offer a truly hassle free entry point into electrified mobility.

• As vehicles become increasingly software defined and AI assisted, how do you see the relationship between intelligent systems and energy efficiency evolving over the next decade?

A: Over the next decade, the relationship between intelligent systems and energy efficiency will become deeply integrated and inseparable. This is particularly relevant in markets such as Saudi Arabia, where demand for advanced automotive technologies continues to accelerate and buyers increasingly prioritize intelligent vehicle features. As software defined vehicles become the industry standard, Changan’s SDA Intelligence is enabling integration across driving, cockpit, and chassis systems.

Within this framework, our BlueCore Hybrid already leverages AI cloud intelligent control to precisely allocate power and optimize fuel efficiency through continuous algorithmic learning. Supported by the Changan Intelligent Plan, we are moving toward full domain energy management, where AI driven thermal management and intelligent driving systems work together to continuously enhance efficiency. This convergence will become a defining competitive advantage for both hybrid and electric mobility in the years ahead.