haus & haus, one of the UAE’s leading real estate agencies, has launched a wholesome new campaign to help rehome pets in the region.

In a first-of-its-kind campaign for the UAE property sector, haus & haus is turning the idea of finding a home into an opportunity for rescue pets too, digitally placing around 50 rescue dogs and cats into home settings inspired by real property listings to help them find their forever families.

Animal shelters across the UAE are facing unprecedented pressure, with many operating at capacity and struggling to accommodate abandoned animals. The situation has placed additional strain on rescue organisations and volunteers already working tirelessly to care for abandoned animals.

haus & haus has set itself a “pawsome” target to rehome fifty animals in partnership with established UAE-based rehoming organisations, K9 Friends and Animals & Us, Fujairah. The campaign is rooted in the belief that a pet can transform a house into a home – and haus & haus Marketing Director, Lucy Nickerson, hopes the campaign will tug at the heart strings of home buyers.

Lucy Nickerson commented:

“At haus & haus, we’re in the business of helping people find a place to call home, so supporting animals searching for a loving family felt like a natural extension of what we do. People visit our website every day imagining the next chapter of their lives, and we realised that same journey could also help rescue animals begin theirs.

We know that for many people, a pet is what transforms a house into a home. Knowing the challenges rescue organisations are currently facing, we wanted to use our platform in a way that genuinely supports the incredible work organisations like K9 Friends and Animals & Us are already doing. If this campaign encourages more people to consider adoption, raises awareness of the vital role these organisations play, and helps more rescue animals find the loving families they deserve, then we’ll know we’ve achieved exactly what we set out to do.”

The initiative will see rescue animals digitally integrated into AI-generated home environments inspired by haus & haus property listings. Dogs and cats will appear in natural living environments, including in living rooms, kitchens and bedrooms – inspiring potential adopters to imagine not just their future home, but also their future furry companion to share it with.

Just like a home listing, each animal will be given a bio adjacent to the images, alongside a direct, clickable link connecting haus & haus website users to the relevant pet rehoming organisation – helping drive traffic to the organisations’ websites while raising awareness of the incredible work they do across the region

Siddhi Mulaokar, Volunteer at K9 Friends, commented:

 “It’s brilliant to see haus & haus stepping up and bringing a creative solution to help tackle the issue of pet rehoming. Pets do make a house a home and being able to put animals front and centre on home listings is sure to capture the attention of new home owners. Every successful adoption changes two lives – the animal’s and the family’s – while also creating space for rescue organisations to help the next pet in need.”

Charlie Bannan, Managing Director at haus & haus, commented:

“We’re always looking for new ways to connect with our customers, and this campaign gave us an opportunity to do something genuinely meaningful along the way. If more rescue animals find loving homes because of it, that’s a fantastic outcome.”

Michelle Francis Mathanda, CEO at Animals & Us, Fujairah, commented:

 “We’re delighted haus & haus approached us with such a smart campaign to help tackle a problem that rehoming organisations across the region are facing. Home listings are the perfect platform to encourage people to consider rescuing an animal at the same time as looking for a new home, and I’m confident this initiative will end in lots of beautiful rehoming stories.”

by Houssem Jemli, Founder, ARU House Of Calibration

For years, women have been told to speak up, take space, believe in themselves, ask for more and become more confident.

That message mattered. In many ways, it still does. But I believe we have reached a point where empowerment alone is no longer enough, because women are not all standing at the same starting line.

Some women are still finding their voice. Others are already leading teams, building companies, raising families, managing clients and making decisions that affect hundreds of people. They do not necessarily need another room telling them they are capable. They already know what they are doing.

Their challenge is different. How do you keep up with the life you have built? How do you maintain yourself when your responsibility grows?

How do you adjust when more people are watching, more people depend on you, and the room reads you before you have had the chance to explain yourself? That is where I believe calibration begins.

Calibration means meeting a woman where she is now, not where a generic idea of women’s development assumes her to be.

A woman starting her first business may need confidence and mentorship. A founder entering a major funding round may need to sharpen how she communicates under pressure. An executive stepping into greater visibility may need to understand how her voice, facial expression and presence are being read. A woman balancing leadership with family responsibility may not need another ten-step routine. She may need a form of care she can actually maintain.

These are different women with different realities. Yet too often, we give them the same advice.

I began thinking about this through the women closest to me, particularly my mother.

I watched what years of responsibility and pressure could do to a woman’s presence. Not because she had become less capable. Not because she needed someone to tell her to believe in herself. But because carrying responsibility over time changes what a woman needs.

That distinction stayed with me. We often celebrate women when they rise, but we speak far less about what helps them maintain themselves once they are carrying more.

The wellness industry has its own version of this problem. Much of modern care is built around ideal conditions: more time, better routines, daily consistency, space to pause, the discipline to keep adding new habits.

But many women do not live under ideal conditions. Their meeting still starts at nine. Their child still needs them. Their client still calls. Their team still expects an answer. Their flight still leaves that evening.

Telling these women to redesign their lives is not always support. Sometimes support should redesign itself around them. This thinking shaped ARU House of Calibration.

We are building a women-only monthly event concept in Dubai around a simple belief: women should not have to step away from real life to care for how they show up within it.

At our events, women do not simply sit and listen to speakers tell them to be more confident. They participate.

They practise communication and presence through guided exercises. They complete a skincare ritual together rather than adding another routine to manage alone at home. They meet other women who understand similar levels of ambition, responsibility and expectation.

The professional skills matter. The care matters. The community matters. But the combination matters most.

Because development should not always ask a woman to become someone new. Sometimes it should help her keep pace with who she has already become.

This is also why I believe community spaces need to move beyond broad encouragement.

“Women supporting women” is a positive idea, but support becomes more useful when it reflects reality. A founder may benefit from being around another woman who understands payroll pressure. An executive may value a room where she does not need to explain what constant visibility feels like. A woman with a demanding career and family may need to hear that care does not have to become another standard she is failing to meet.

Shared standards can create a different kind of connection. Not because every woman in the room has the same life, but because she does not have to translate the weight of hers before the conversation can begin.

To me, that is what calibrated development looks like in practice. It is not the end of empowerment. It is what comes next.

Empowerment says: you can. Calibration asks: given where you are now, what do you actually need?

That is the question I believe the next generation of women’s development must get much better at answering.

By Nurse SarahLouise, CEO & Founder of The Business Injection

People often ask me what the biggest lesson has been over fifteen years in this industry. They expect me to talk about marketing, or pricing, or scaling tactics and it isn’t any of those things.The biggest lesson I have learned is that you never build a business for the good days, in fact you build it for the days when life falls apart.

I started my own clinic from a back garden room, with a ten thousand pound personal loan, no investors, and no business background whatsoever. I was a single mother in the middle of a divorce at the time. I am telling you this because there have been moments in my own life where I could barely think straight, yet the business still had to serve patients, still had to support a team, and still had to generate revenue. Those moments taught me something that has shaped everything I have built since. The businesses that survive are not built by the most talented practitioners in the room, instead they are built by people who create something that does not depend on them being at one hundred percent every single day. That is the gap I see across this entire industry, and it is the real reason most aesthetic clinic owners never build a true business. They build a job instead, and they call it a business because it has a logo and a lease.

Clinical training teaches you to diagnose, treat, and deliver outstanding results. It teaches you nothing about cash flow, retention, team structure, or pricing that reflects actual value. I often describe this as an eighty-twenty problem. Clinical skill is roughly twenty percent of what a practitioner actually needs to succeed. The other eighty percent, the part nobody teaches in any training academy, is the operational backbone that determines whether a brilliant clinician ends up with a thriving brand or an exhausting job they built for themselves and cannot step away from. I see the same pattern constantly when practitioners attempt to scale, and it almost always comes down to three specific mistakes.

The first is confusing a full diary with a profitable business. I have sat across from clinic owners who are booked solid for months, exhausted, and barely breaking even, because nobody has ever taught them to look past revenue to what is actually left once costs, time, and their own labour are properly accounted for. Being fully booked feels like success. It is frequently the opposite, dressed up convincingly.

The second is scaling the treatment menu without ever scaling the experience. Practitioners add more services, more machines, more brands to their price list, believing variety is what grows a business. What actually grows a business is the experience a patient has from the moment they walk in to the moment they leave, and the relationship that experience builds. I have watched clinics with fewer treatments but a genuinely memorable patient journey consistently outperform clinics offering everything under the sun with no real identity behind any of it. Patients are no longer simply choosing a treatment. They are choosing the person and the brand behind it, and a clinic selling pure product with no experience attached to it is increasingly vulnerable to a competitor who understands that distinction.

The third, and the most damaging, is hiring and growing before any system exists for the practitioner to hire and grow into. I have seen owners bring on associates or expand into a second room with nothing documented, no consultation framework, no retention process, no consistent way of training a new team member, because everything that worked previously existed only in the owner’s head. The result is a business that cannot maintain its standards the moment the owner is not personally present, which means it has not actually scaled at all. It has simply multiplied the owner’s exhaustion.

The turning point, in my own business and in every clinic owner I have mentored since, comes down to one shift. It happens the moment an owner stops asking how to get busier and starts asking what would happen to this business if I disappeared for a month. That single question exposes everything a clinic has never built. No retention system. No documented process. No team capable of holding the standard without supervision. It is an uncomfortable question, and it is exactly the right one.

I built The Business Injection because I learned every one of these lessons the expensive way, with no mentor and no roadmap, and I do not believe any clinician should have to. The frameworks I now teach exist specifically to close that eighty percent gap, because clinical excellence alone was never going to be enough to build something that lasts.

The clinics that genuinely thrive over the next five years will not be the ones with the most treatments or the busiest diaries. They will be the ones who understood early that a business and a job are not the same thing, and who built accordingly. Anyone can build revenue for a while. Far fewer people build something resilient enough to survive the days when life asks for everything else.