Cover Story
Growth in Food and Beverage Knows No Limits
Exclusive Interview with Alan Smith, CEO, Agthia Group
In this exclusive interview, Alan Smith, CEO of Agthia Group, shares insights on the company’s journey of growth, innovation, and sustainability within the food and beverage industry. As Agthia continues to strengthen its leadership across key categories, from snacking to water, Smith highlights the company’s commitment to digital transformation, operational excellence, and customer-centric solutions. With Gulfood 2025 on the horizon, he discusses Agthia’s vision for shaping the future of F&B through sustainable practices, technological advancements, and strategic expansion. From redefining food trends to driving impactful change, Smith offers a glimpse into Agthia’s mission: providing diverse and responsibly produced brands; driven by innovative, passionate people.
Reflecting on 2024, what have been Agthia’s business updates?
As we reflect on 2024, Agthia has continued to solidify its position as a regional F&B powerhouse, driving strategic growth and operational excellence across key markets. This year was marked by significant milestones, reinforcing our leadership in core categories while ensuring we remain well-positioned for the future.
We inaugurated our Saudi protein facility in July, which is designed to expand our footprint in the GCC’s largest market. With an annual production capacity exceeding 7,000 tons and two production lines producing over 50 SKUs, this facility enhances our local production capabilities, delivering favorable economics while strengthening our leadership in the protein sector. Meanwhile, in Egypt, our newly launched IQF strawberry line, which ramped up production in Q1, has delivered strong results, further advancing Agthia’s export-driven growth strategy. These milestones highlight our ability to adapt, execute, and thrive even in a complex global environment.
Innovation plays a vital role in achieving our objective of becoming a leading food and beverage company in the MENA region. At the center of our innovation initiatives is a dedicated Central Innovation Team, which coordinates innovation initiatives between business units, R&D, and external innovation partners. Notably, 68% of Agthia’s growth in 2024 came from innovation alone.
We continued to deliver on our 5-year digital transformation journey with a focus on improving customer experience and our commercial foundations, making Agthia a data-driven organization connected with its customers, all while ensuring secure and reliable digital and technology operations. We launched our new B2B Customer Portal, which further streamlines how our HORECA customers can order our products. Our Home and Office Delivery (HOD) application is consistently improving, now providing an even better and further enhanced user experience.
We continue to make progress across our sustainability agenda. Notably, during 2024, we have reduced our Group CO2 emissions by 6.3% year-on-year. Agthia’s efforts were further recognized at the prestigious Gulf Sustainability Awards, where the Group received the Gold Award for “Best Sustainable Product” and the Bronze Award for “Best Circular Economy Practice.”. These accolades highlight Agthia’s leadership in sustainability, notably as the first UAE-based company to introduce 100% rPET Al Ain bottles and close the UAE’s recycling loop through its Infinity Circular Economy initiative.
How has Agthia’s strategic vision evolved over the past year, and what key drivers have shaped this growth?
Agthia launched its 2025 strategy in April 2021, charting a bold and ambitious course to drive long-term growth, strengthen market leadership, and create sustained value for all stakeholders. Now, as we enter the final year of this strategic cycle, we reflect on how our vision has evolved and how we are poised to transition into the next phase of our journey.
At the core of Agthia’s strategy is expansion into value-added categories, reinforcing our competitive edge through a disciplined and targeted M&A approach. Over the past few years, we have successfully integrated strategic acquisitions, enhancing our portfolio with high-growth businesses that complement our strengths. This has not only strengthened our position across key markets but also diversified our revenue streams, ensuring resilience in an ever-evolving industry landscape.
Beyond portfolio expansion, Agthia has maintained a sharp focus on operational excellence and talent development. By investing in category management and transformation, we have optimized efficiencies, enhanced procurement strategies, and built an agile, high-performing organization capable of responding to shifting consumer demands. This people-first approach has been instrumental in fostering a culture of continuous improvement and driving sustainable, profitable growth.
Sustainability and innovation remain embedded in our DNA, influencing every decision we make. From pioneering eco-friendly packaging solutions to enhancing our responsible sourcing initiatives, we are committed to staying ahead of industry trends while aligning with global sustainability goals. Our investments in R&D and digital transformation allow us to anticipate future consumer needs, ensuring that our offerings remain relevant, forward-thinking, and impactful.
As we look ahead to 2025 and beyond, we remain focused on building a resilient, future-ready business. By prioritizing high-margin segments, reinforcing leadership in core categories, and maintaining a disciplined approach to capital allocation, we are confident in our ability to accelerate momentum and deliver sustained value. With a clear roadmap and a commitment to adaptability, Agthia is not just navigating change—we are shaping the future of the F&B industry.
Agthia has a diverse portfolio with brands like Al Ain, Grand Mills, and Nabil. How are you maintain your performance across such varied categories?
Agthia Group’s success is rooted in our ability to lead, innovate, and adapt across a diverse portfolio that spans Water and Food, Snacking, Protein and Frozen, and, Agri-Business. With over 35 brands and a presence in 67 export markets, we have not only cemented our market leadership but also reinforced our dominance in key segments—holding the top position in the UAE’s water, feed, and flour sectors while leading in protein and frozen foods in Egypt and Jordan.
This success is built on two key pillars: our people and our strategic vision. Our 12,000-strong workforce, backed by a diverse and forward-thinking leadership team, ensures we remain agile, innovative, and operationally excellent. We continuously anticipate consumer trends, leverage cutting-edge technology, and optimize our portfolio, allowing us to stay ahead of the curve and drive sustainable growth.
At Agthia, we don’t just manage a broad portfolio—we maximize synergies across categories, ensuring efficiency, scalability, and market responsiveness. By continuously investing in R&D, digital transformation, and sustainability, we enhance our ability to deliver superior products, create long-term value, and set new benchmarks for excellence in the F&B industry. Our disciplined approach to expansion and strategic execution ensures that no matter how diverse our portfolio is, performance, quality, and consumer trust remain uncompromised.
What are some of the most significant food and beverage trends you foresee shaping the industry in the future?
The food and beverage industry is at the cusp of a transformative shift, shaped by evolving consumer preferences and a heightened awareness of health, sustainability, and convenience. One of the most significant trends shaping the future is the increasing demand for functional and health-focused foods—products enriched with added nutritional benefits, natural ingredients, and clean-label formulations. Consumers today, particularly younger generations, are prioritizing what goes into their bodies, seeking foods that not only satisfy but also contribute to their overall well-being.
Another major shift is the rise of sustainability-driven consumption. Studies indicate that a staggering 88.5% of consumers are willing to pay a premium for sustainable products, underscoring the growing preference for eco-friendly packaging, ethical sourcing, and carbon-conscious production. At Agthia, this commitment to sustainability is embedded in our strategy—whether it’s through BMB’s portfolio of nutritious and responsibly sourced snacks, or our ongoing efforts to enhance packaging and reduce environmental impact.
Additionally, technology is playing a defining role in shaping the F&B landscape. The way consumers engage with food is changing, from AI-powered personalization in nutrition to precision fermentation and alternative proteins that promise a more sustainable future. Innovation is no longer optional—it’s a necessity. Agthia is embracing this shift by integrating advanced food science and digital insights to stay ahead of evolving consumer needs.
Ultimately, the future of food is about balance—between health and indulgence, convenience and quality, tradition and innovation. At Agthia, we are not just observing these trends; we are actively shaping them. By focusing on innovation, mindful sourcing, and category expansion, we are ensuring that we continue to meet the expectations of tomorrow’s consumers while staying true to our purpose of delivering better food choices for all.
As the CEO of Agthia, how do you foster a culture of innovation and resilience within the organization?
At Agthia, innovation isn’t just a function—it’s a mindset, a strategy, and the driving force behind our ambition to be the MENA region’s leading food and beverage company. It goes beyond creating new products; it’s about redefining industry benchmarks, enhancing consumer experiences, and staying ahead of evolving market demands. Resilience, on the other hand, is deeply embedded in our culture, enabling us to navigate challenges, adapt to market shifts, and continuously push boundaries.
The engine behind our innovation is our Central Innovation Team, a dynamic hub that seamlessly integrates our business units, R&D specialists, and external innovation partners. This collaborative approach ensures that we stay ahead of market trends while fostering synergies across our portfolio. More importantly, it has been a game-changer, with 68% of Agthia’s growth in 2024 directly attributed to innovation. This metric is not just a reflection of our commitment to innovation but a testament to our ability to convert visionary ideas into tangible business impact.
Since the start of the year, Agthia has introduced groundbreaking innovations across multiple categories, reinforcing our leadership and ensuring we continue to meet evolving consumer preferences. In snacking, Abu Auf has expanded its coffee portfolio with instant coffee jars and espresso beans, while also introducing a diverse range of new products, including savory-flavored popcorn, crackers, coated peanuts, protein bars, and nut bars. This expansion provides consumers with a richer, more exciting snacking experience, aligned with the growing demand for convenient, nutritious, and indulgent options.
In protein and frozen foods, Nabil has continued to redefine the category, launching premium beef and chicken burgers in Jordan, while also introducing a new frozen potato range in the UAE. These innovations cater to the region’s growing appetite for high-quality, convenient meal solutions, positioning Agthia at the forefront of evolving consumption trends.
In the agri-business sector, Agthia remains committed to supporting partners and farmers by delivering innovative solutions that enhance efficiency and quality. This year, we introduced two specialty flour products, tailored to meet specific client needs, further strengthening our leadership in the category. Additionally, we launched the Agrivita Dairy Premix, a specially formulated feed designed to improve animal nutrition and optimize dairy production for UAE farmers, ensuring better yield and sustainability in dairy farming.
But innovation at Agthia is not just about product development; it’s about building a future-ready company. Every initiative we undertake—whether in sustainability, digital transformation, or category expansion—is aligned with our overarching vision of becoming the most trusted, consumer-centric, and high-performing food and beverage company in the region. By fostering a culture of continuous improvement, bold thinking, and operational agility, we ensure that Agthia is not just keeping pace with the industry but actively shaping its future.
What can visitors expect from Agthia’s presence at Gulfood 2025?
Gulfood is a key event for Agthia, setting the stage for industry-wide collaboration and innovation at the start of the year. It brings together key players across the F&B sector to explore emerging trends, address shared challenges, and unlock new opportunities. For Agthia and the broader industry, the focus remains on delivering high-quality, sustainable products to stores and restaurants at competitive price points, ensuring accessibility without compromising on value. The food industry is fundamental to global stability, and the resilience of food systems is more critical than ever, especially in the face of inflationary pressures and supply chain disruptions.
Beyond that, Gulfood provides an invaluable platform for direct consumer engagement, allowing us to stay attuned to shifting preferences and market dynamics. As Agthia continues its transformation into a data-driven, customer-centric business, maintaining this pulse on consumer expectations will be key to sustaining our leadership and shaping the future of the F&B industry.
Agthia Group is proud to showcase a diverse portfolio that reinforces our leadership position in the F&B industry. Agthia stands as the leading player in the UAE’s water, flour, feed, and agri-business sectors, while holding the top position in protein and frozen categories in Egypt and Jordan. This year, we are bringing our entire portfolio of products across our four key categories, reflecting our commitment to quality, sustainability, and meeting the evolving needs of consumers across the region and beyond.
During the event, we will also be signing key MoUs for sales and distribution of multiple regional and global brands.
A Guiding Principle
“Agthia’s tagline—‘For the Better’—is something I live by every day. To me, it’s a simple yet powerful reminder that there is always room for growth, always a way to improve, and always an opportunity to do things differently. It pushes me to reassess, to step back and ask—can this be better? Can I approach this with a broader perspective? It’s easy to get caught up in routines, to settle into what feels comfortable, but real progress comes from constantly challenging ourselves. Whether it’s in work, in leadership, or in life, I believe in striving for something greater—not just for myself, but for the people around me, for the ideas I believe in, and for the impact I want to leave behind.”
Cover Story
The Shift to Unified Content Workflows Is Redefining Enterprise Media!

Walk into any modern content setup today, whether it’s a podcast studio, a corporate webinar room, or a hybrid event environment, and you’ll see a familiar pattern, one that reflects how fragmented the content production stack has become.
A microphone connected to an interface.
An interface connected to a laptop.
A laptop running multiple layers of software to mix, switch, stream, and record.
It works, but it’s rarely seamless.
Because the biggest challenge in content creation today isn’t access to tools, it’s understanding how they all fit together.
The Real Problem: Too Many Tools, Too Little Clarity
The rise of podcasting and video content has created a new kind of friction. Users are no longer asking what they can create; they are asking how to make the tools work together.
Recording audio separately, syncing video later, transferring large files to high-end machines, and relying on multiple software layers have become the default workflow. It works, but it is inefficient, expensive, and prone to failure.
The expanding ecosystem of devices, features, and formats has made even basic setup decisions unnecessarily complex.
When it comes to products from RØDE, users & creators already recognize the product’s potential to simply clarify and help elevate the overall workflow experience.
From Tools to Unified Systems
This is where the shift begins to stand out.
What we are seeing is not simply the addition of new features, but the consolidation of functions.
Mixer. Recorder. Audio interface. Video switcher. Stream encoder.
What traditionally required a stack of hardware and software is now being brought into a single console environment.
For creators, that simplifies production.
For enterprises, it changes how content infrastructure is designed.
As this shift gains momentum, it is also being acknowledged at a leadership level.

“Real innovation isn’t about adding more; it’s about removing friction and enhancing workflows.
Kalinda Atkinson,
With the introduction of platforms like the RØDECaster Video, we’re starting to see audio and video unified in one system, unlocking faster, more focused creative output.”
Global Marketing Director, RØDE
Why This Matters Beyond Creators
This shift is not limited to podcasters or streamers. Enterprises are increasingly building in-house content studios, executive communication channels, internal video platforms, and hybrid event capabilities as part of their broader communication strategy.

In these environments, complexity quickly becomes a bottleneck. Multiple tools often translate into longer setup times, increased points of failure, and a growing dependency on technical operators to manage what should ideally be straightforward workflows.
A unified system begins to reduce that friction, allowing teams to focus less on managing the process and more on the output itself.
The End of the Laptop-Centric Setup
One of the most significant changes is subtle: the laptop is no longer central.
With recording, streaming, and switching built directly into the console, content can now be produced without relying on external software or intermediary platforms. Audio and video routing happens natively within the system, removing the need to manage multiple layers of tools.
This, in turn, reduces reliance on tools like OBS Studio and lowers the need for high-performance machines in the production chain.
Broadcast Capabilities, Simplified
Features that were once limited to broadcast environments are now being integrated directly into compact systems. Capabilities such as multi-camera switching, ISO recording with separate tracks for each input, audio-based automatic switching between speakers, and network-driven video workflows like NDI are no longer confined to high-end production setups.
For enterprise teams, this translates into professional-grade production without the need for dedicated control rooms or complex broadcast infrastructure.
Modularity Signals Long-Term Thinking
Another important shift lies in how these systems evolve over time.
With expansion options such as adding video capabilities to existing audio consoles, RØDE is enabling a more modular approach to production. Instead of replacing entire systems, users can extend them based on their needs.
This becomes particularly relevant for organizations that may begin with audio-first content using consoles such as the RØDECaster Duo or RØDECaster Pro II, gradually expanding into video production with consoles such as RØDECaster Video, RØDECaster Video S, or even the RØDECaster Core, and scaling internal media capabilities over time. The result is a more flexible investment model that reduces upfront costs while supporting long-term growth.

A Shift in the Competitive Landscape
On the surface, this still appears to sit within the audio hardware category. In practice, however, it competes with something far broader.
As these systems begin to handle capture, processing, and output within a single environment, they start to overlap with production software ecosystems, video switching platforms, and content workflow tools.
The implication is clear: when orchestration happens within the system itself, the need for external layers begins to diminish.
The Opportunity Ahead
As the layers of complexity fade, creators will have more time for creative storytelling and less time worrying about the setup.
The new products and technology from RØDE not only remove setup barriers, but they also enable creators & enterprises to operate at a full professional standard, accelerating both the creativity and innovation ecosystems.

Srijith KN covers enterprise technology, media infrastructure, and digital transformation across the Middle East.
Cover Story
Cloud waste isn’t about Visibility it’s about Timing, says Atmoz CEO
“Cloud waste isn’t created by bad engineers. It’s created by systems that show problems too late. Once I saw that, it became clear, the solution wasn’t better reporting. It was prevention.” – Atmoz CEO Yael Shatzky
Yael Shatzky didn’t set out to build a company around cloud costs. What she noticed, after more than 25 years across enterprise technology, product marketing, and growth at organisations including Amdocs and Microsoft’s R&D ecosystem, was a pattern.
Not just rising cloud spend, but a deeper structural disconnect in how it’s managed.
If you were introducing yourself and Atmoz to someone outside tech, where would you begin?
I’d say I’m building a company that changes how people think about waste—specifically cloud and AI waste.
Imagine a house where electricity prices constantly change depending on what you use and when, but no one knows the cost. Lights stay on, AC runs all day, and while you know you’re wasting about 30%, you have no way to prevent it. The only signal you get is last month’s bill.
That’s how companies operate in the cloud today.
Atmoz changes that by bringing cost awareness into the moment decisions are made, helping teams make smarter choices without disrupting how they work. The result is simple: waste is prevented before it happens.
What is the core problem Atmoz is solving—and where has the market gone wrong?
The market has focused on visibility, dashboards and reports that explain what already happened.
But the problem isn’t visibility.
It’s timing.
By the time companies see the data, the money is already spent and systems are already in production. Even with perfect visibility, nothing changes.
Atmoz works at the moment engineers are building, engaging them with immediate, simple recommendations that don’t slow them down. That’s where prevention becomes possible.
What does ‘AI-first’ product development look like at Atmoz?
We built a data foundation that reconstructs cost signals as resources are created, before billing data exists. That’s the hard part.
On top of that, we use AI where it matters most: interaction and execution. Our AI agent takes accurate, contextual data and delivers actionable recommendations directly within developer workflows.
Because the system is grounded in precise data, the guidance isn’t just intelligent, it’s reliable and immediately usable.
What are the biggest challenges in getting engineers to trust AI-driven recommendations?
Interestingly, it’s not trust in AI, it’s the belief that prevention is even possible.
For years, companies have been told they can reduce costs, yet around 30% of cloud spend is still wasted. That’s because most tools analyse waste after it happens, they don’t stop it.
Once engineers see an issue flagged in real time, with clear context and a simple fix, the skepticism disappears. It becomes tangible.
What is one leadership mistake that fundamentally changed how you operate?
Focusing too much on the product, and not enough on marketing early on.
Great products don’t speak for themselves, especially when you’re creating a new category. Marketing isn’t something you layer on later; it shapes how the product is understood and adopted. Starting early makes a significant difference.
Where do you see the biggest inefficiencies today?
The biggest inefficiency is the disconnect between engineering decisions and their financial impact.
Every time a developer deploys infrastructure or triggers an AI workload, they’re making a financial decision, without visibility into its cost implications.
AI is amplifying this. Costs are more volatile, and traditional feedback loops can’t keep up.
Atmoz brings cost awareness into that decision point, making efficiency part of the engineering discipline, much like security became over time.
At this stage, how do you define success?
Success isn’t a single milestone, it’s a series of moments.
Signing a new customer. Launching a capability that impacts spend. Getting a call from a customer excited because they just saved $30K on something they didn’t even know was happening.
Those moments are what drive us forward.
You’re defining a new category. What does it take to change long-held assumptions?
It starts with conviction. You’re asking people to question something they’ve accepted as normal.
But conviction alone isn’t enough, proof is everything. Category change happens when someone sees it working in their own environment and has that “aha” moment.
That’s why we focus on immediate, tangible value. When waste is prevented in real time, the mindset shift follows naturally.
Resilience also matters. When you challenge established models, you will be dismissed. The key is to stay grounded in the problem and keep showing evidence.
Has the industry been solving cloud waste the wrong way? Why hasn’t it changed?
I wouldn’t say wrong, FinOps tools solved the problem they were designed for. They brought visibility and governance, which was critical.
But they were built on the assumption that cost is something you analyse after it happens.
Today, cost is created instantly, when infrastructure is provisioned or AI workloads run. But feedback still comes later. That gap is the issue.
What’s changed is the pace of engineering. With AI, decisions are faster and costs are more dynamic. What used to be inefficient is now unsustainable.
That’s why prevention isn’t just an improvement, it’s becoming essential.
How will engineering teams work differently in five years?
Cost will no longer be treated as something external, owned by finance. It will become part of the engineering feedback loop, like performance or reliability.
Atmoz brings that awareness into everyday workflows, guiding better decisions without adding friction.
Over time, this shifts behaviour. Waste isn’t something you detect and fix later, it simply doesn’t get created.
The result is not just lower cost, but faster teams, better decisions, and more room to innovate.
Cover Story
Huawei MatePad Mini: A Tablet That Feels Like a Real Notebook

Huawei’s compact tablet feels less like a gadget and more like a thoughtfully designed digital notebook, blending portability with everyday productivity.
I have been using Huawei’s MatePad 11.5 S for a while now for writing, editing, and most of my day-to-day journalistic work. It has turned out to be a surprisingly capable productivity device. So, when the MatePad Mini arrived, I was curious to see how Huawei would translate that experience into a much smaller form factor.
Reviewed By: Srijith KN, Senior Editor, Integrator
Design and Accessories

The first thing that stood out during the unboxing was not just the device, its accessories! Huawei has clearly put thought into the overall experience. The tablet ships with well-designed cases, including a transparent option and a diary-style booklet cover.
The diary cover, in particular, immediately felt right to me. It makes the tablet feel less like a gadget and more like a compact notebook you would carry every day. There is a certain familiarity to it, almost like picking up a journal rather than a device.
Huawei also continues to include a charger in the box, and this one comes with a 66W unit, a thoughtful touch at a time when many brands have moved away from bundling one altogether.
Everyday Portability

The 8.8 inch tablet immediately feels comfortable in the hand. It is extremely light and compact, measuring just 5.1 mm thick and weighing around 255 grams. That portability is noticeable right away.
In many ways, it feels closer to carrying a paperback than a traditional tablet. I currently use the Nothing Phone 3 as my daily device, and at times even that feels heavier than this. The MatePad Mini, on the other hand, almost disappears in your hands.
Huawei is also using a magnesium alloy body here, which keeps the device light without compromising on rigidity. Given how thin it is, that added structural strength feels reassuring.
A Paper Like Experience That Works
Last night, I found myself reading long articles on it for hours without feeling any strain. That is where the device really begins to make sense.

It genuinely feels like a digital paper booklet, built for reading, note-taking, writing, or quickly catching up on work while on the move. The green variant, in particular, features Huawei’s PaperMatte display, and it is easily one of the most distinctive aspects of this device.
Huawei claims the display reduces up to 99 percent of ambient light interference, and in real-world use, that translates into a noticeably glare-free experience. Even under indoor lighting, reflections are minimal, and the screen remains comfortable to look at for extended periods.
At the same time, it does not compromise on performance. With up to 1800 nits of brightness, a 120Hz refresh rate, and a wide color gamut, the display manages to balance readability with visual richness, something that is not easy to get right in smaller devices.
There is also an eBook mode that shifts the display into a black and white, paper like view, along with other settings designed to reduce eye strain during longer reading sessions. Additional options like eye comfort and sleep mode further support extended use.
Writing and Creativity
I also spent some time using the M Pencil for quick notes, and the experience feels surprisingly close to paper. Coming from the MatePad 11.5 S, Huawei continues to deliver one of the better stylus experiences in this space.

The M Pencil Pro adds more depth to the experience than expected. With different tip options and subtle haptic feedback, writing feels more tactile and intentional, rather than just tapping on glass.
Paired with the updated Huawei Notes app, the experience becomes more refined. Features like handwriting enhancement subtly improve legibility without taking away the personal feel of your writing, making it especially useful for quick notes and longer-form thinking.
Hardware and Performance
The MatePad Mini packs a 6400 mAh battery with support for fast charging, capable of going from zero to full in about an hour. On paper, it looks promising, though I will reserve judgment until I have spent more time with it.

On the hardware side, it includes a 50MP rear camera and a 32MP front camera, along with stereo speakers, Wi-Fi 7, USB-C 3.0, and a fingerprint sensor, something I wish Huawei had included on the MatePad 11.5 S as well.
Editor’s Perspective
Whenever I am seen using a Huawei device, the first question that comes up from people around me is usually about the ecosystem, particularly about Google services.
I too had similar concerns earlier, but having used Huawei devices for a while now, the experience has been smoother than expected. HarmonyOS feels clean and fluid, and tools like GBox make it possible to access most essential apps. Even for someone deeply tied to Google services, it has been more manageable than I initially thought.
What becomes clearer over time is that this is not just a smaller tablet. It sits somewhere between an eBook reader and a productivity device, built for focused, everyday use.
The MatePad Mini does not feel like Huawei shrinking a tablet. It feels like a refinement of how a compact device should actually be used. Its notebook-like form, paper-inspired display, and practical accessories make it easy to carry, pick up, and use throughout the day.
It is still early days, but the first impressions are strong. In a crowded tablet market, this feels like one of the more purposeful and interesting form-factor than the other compacts that we have seen in a while.
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