Spotlight
From AI Pilots to AI-Native: Saudi Arabia’s Next Technology Leap
As Saudi Arabia moves AI from experimentation into large-scale deployment, Federico Pienovi, CEO APAC & MENA at Globant, explains why the Kingdom is emerging as a proving ground for agentic AI, AI-native business models and a new generation of connected experiences spanning sports, tourism, financial services and giga-projects.
Saudi Arabia is investing heavily in AI infrastructure and adoption. What is the Kingdom doing differently that could make it a global blueprint for moving AI from experimentation into large-scale business deployment?
What distinguishes Saudi Arabia’s approach is the alignment between national ambition and institutional execution. The Kingdom is embedding AI directly into the infrastructure of its giga-projects, financial institutions, and national sports ecosystems from day one. When you look at projects like Qiddiya, Red Sea Global, Diriyah, and New Murabba, these are greenfield developments where AI-native technology can be architected into the foundation rather than bolted on afterward.
Saudi Arabia is simultaneously transforming multiple sectors, tourism, sports, aviation, entertainment, real estate, and financial services, which creates a unique ecosystem effect. For instance, the world’s first Agent-to-Agent Tourism Corridor, connecting Red Sea Global and AlUla through sovereign AI destination agents, demonstrates how different entities can share AI infrastructure while maintaining data sovereignty. The Kingdom has also created conditions where global technology partners want to establish a deep local presence. Our own experience establishing a regional headquarters in Riyadh as a Center of Excellence for AI, creativity, and digital solutions reflects this pull, serious institutions want serious partners embedded alongside them, working on problems that matter at national scale.
Agentic AI is quickly becoming the next major enterprise conversation. Where are you already seeing organisations move beyond copilots towards AI agents that can independently execute tasks and make operational decisions?
The shift from copilots to autonomous agents is happening fastest where the business case is clearest and the tolerance for transformation is highest. In the Middle East, we’re seeing three sectors lead this transition: tourism and hospitality, financial services, and real estate development.
In tourism, the Agentic Tourism Corridor we’re launching at LEAP represents what we believe is the world’s first live Agent-to-Agent network, sovereign AI destination agents for Red Sea Global and AlUla that can communicate with each other to orchestrate guest journeys across multiple destinations. These are agents that can independently execute booking decisions, coordinate logistics, and personalize experiences based on real-time behavioral data.
Financial services institutions in the region, including banks like FAB, Emirates NBD, and Commercial Bank of Dubai, are deploying agentic AI that goes beyond customer service automation. We’re talking about agents that can independently manage risk assessment workflows, execute compliance checks, detect fraud patterns, and personalize customer journeys without human intervention at each step. Globant Financial Services AI Studio is specifically designed to refactor operations through agentic AI, not just add conversational interfaces.

In real estate, our PropTech ecosystem demonstrates the full agentic potential: AI agents handling lead qualification, property discovery through AR/VR, construction progress tracking via digital twins, and automated booking, payments, and service management. For giga-projects like Diriyah and New Murabba, is operational necessity given the scale and timeline ambitions.
The proof that this model works at global scale came in August 2026 when FIFA selected us to build their continuous, year-round fan experience ecosystem using AI Pods. Initial pilots showed a 20% efficiency increase in throughput generation while maintaining or improving quality. FIFA specifically described their move as embracing an AI-native, consumption-based model, a signal that major global institutions are ready to move past experimentation.
Many companies have spent years on digital transformation, yet AI is now forcing them to rethink entire operating models. What separates an organisation that simply adds AI to existing processes from one that genuinely reinvents the business around AI?
The difference lies in whether an organization treats AI as a feature or as an operating system. Adding AI to existing processes means layering chatbots onto customer service, adding predictive analytics to existing dashboards, or automating discrete tasks within unchanged workflows. Reinventing AI means changing the unit of delivery, the commercial model, and the fundamental process of how work gets done, all at once.
Technology services have moved through three eras. Traditional IT services sold labor, hours and full-time equivalents, delivered through projects, scaled by hiring more people. Digital-native services sold expertise and delivery, agile squads, human-built software with automation layered in. What we call AI-native technology services represents a third era, where the resource is people plus AI agents, delivery is agent-orchestrated, and the commercial model shifts from hours to outcomes, capacity, and tokens.
When FIFA engaged us to build their fan experience ecosystem, they didn’t ask for AI features added to their existing platforms. They embraced an AI-native, consumption-based model where they pay for outcomes rather than hours, where AI agents execute while human experts orchestrate, and where all institutional knowledge generated is secured in a proprietary token vault that FIFA owns. That’s reinvention, the entire relationship between client and technology partner has changed. Organizations that genuinely reinvent share several characteristics: they architect for AI from the beginning rather than retrofit, they measure success in business outcomes rather than technology deployment; they’re willing to change commercial relationships, not just internal processes, and critically, they maintain human expertise in an orchestration role rather than simply automating humans out of the equation. Expert supervision remains essential, anyone can prompt an AI tool, but shipping results to production requires governance, quality validation, and domain knowledge that only human experts can provide.
Saudi Arabia is simultaneously transforming sectors such as tourism, sports, aviation and entertainment through major projects. Which of these sectors do you believe could become the strongest showcase for AI-driven experiences, and what might those experiences look like over the next three to five years?
Sports has the strongest potential to become Saudi Arabia’s defining showcase for AI-driven experiences, and the evidence is already emerging. The Kingdom’s sports transformation, through the Saudi Pro League, preparations for the 2034 FIFA World Cup, and purpose-built sports infrastructure within giga-projects, creates a unique convergence of factors: massive capital investment, greenfield venues, a young and digitally native fan base, and explicit ambition to leapfrog existing global benchmarks.
What makes sports particularly powerful as a showcase is that fan experiences are inherently measurable and emotionally resonant. Through Sportian, we’ve built a single operating system that connects fan identity, behavioral data, content, venue operations, and performance intelligence. This platform already powers LALIGA clubs, the Belgian Pro League, and the U.S. Men’s National Soccer Team under Mauricio Pochettino. The Saudi Pro League represents an opportunity to deploy this at scale in venues designed from the ground up for AI integration.
Over the next three to five years, the experience could look like this: a fan’s journey begins before they leave home, with AI agents curating personalized content, managing ticket purchases, and coordinating travel logistics. In-venue, their identity travels seamlessly across every digital touchpoint, concessions, merchandise, interactive experiences, creating a continuous relationship rather than discrete transactions. Real-time performance data informs on-screen content that adapts to what individual fans care about. Post-match, that relationship continues through personalized content and engagement that keeps fans connected year-round, not just on match days.
Globant has established its regional headquarters in Riyadh and worked across several Vision 2030-linked sectors. After three years in the Middle East, what have you learned about the region that has changed Globant’s strategy, and where do you see the biggest opportunity for the company over the next phase of growth?
What we’ve learned has shaped how we operate here and influenced our global thinking. The first lesson was the speed of ambition. The timeline expectations in Saudi Arabia compress what would be multi-year transformation programs elsewhere into months. This has pushed us to evolve our delivery models, the subscription-based This has pushed us to deploy our most advanced delivery models here from the outset. The subscription-based AI Pods approach, where clients can unlock modular teams of AI agents supervised by human experts from day one, reflects where the entire technology services industry is heading globally. The region’s pace and ambition mean that clients here are among the earliest and most demanding adopters of that model, making the Middle East a natural proving ground for AI-native delivery at scale.
The second lesson was the seriousness of partnership expectations. Our client roster in the region, Qiddiya, Red Sea Global, the Saudi Pro League, represents institutions that aren’t looking for vendors. They’re looking for partners willing to stake their own reputation on joint outcomes. Every flagship client represents an institution betting its own transformation on us.
The third lesson was about talent. The Kingdom’s investment in developing local technology talent aligned with our decision to position Riyadh as a Center of Excellence for AI, creativity, and digital solutions. This isn’t a satellite office supporting work done elsewhere, it’s a hub where innovation happens.
Looking ahead, the biggest opportunity lies in the interconnection between sectors. Saudi Arabia isn’t transforming tourism, sports, entertainment, aviation, and finance as separate initiatives, these are interlocking systems that will increasingly need to share data, coordinate experiences, and operate as a unified ecosystem. The technology partner that can operate across all these sectors, understanding both the vertical depth and horizontal connections, will be positioned to support the Kingdom’s next phase of growth.
Financial
Dhruva to Rebrand as Ryan Across the Middle East, Signaling Unified Global Brand
Dhruva will adopt the Ryan brand across the UAE and Saudi Arabia by the end of 2026, uniting the practice with Ryan’s global identity and international platform.
Dhruva, a leading tax consultancy firm in the Middle East, and Ryan, a leading global tax services and software provider, today announced that Dhruva will transition to the Ryan brand across the United Arab Emirates (UAE) and the Kingdom of Saudi Arabia. The rebranding will be completed by the end of 2026, bringing the practice under Ryan’s global identity and reinforcing its position as part of the world’s leading global-scale specialist in business tax.
The transition marks the next phase of the strategic joint venture announced in 2025 and reflects the continued integration of Dhruva’s regional capabilities with Ryan’s global platform, technology, and international resources. Clients across the Middle East will continue to benefit from the same trusted advisory teams, enhanced by access to Ryan’s worldwide expertise and service capabilities.
“The Middle East has been a strategic growth market for us for many years, and we have built a strong advisory practice founded on deep client relationships, technical excellence, and local market understanding,” said Dinesh Kanabar, Founder, Chairman, and CEO, Dhruva Advisors and Vice Chairman, Ryan.
“The transition to the Ryan brand marks a significant milestone in our journey and reflects the strength of our partnership. By combining our regional expertise with Ryan’s global scale, technology, and international capabilities, we are creating an even stronger platform to support clients across the region as they navigate an increasingly dynamic and evolving tax landscape.”
“The Middle East is one of the most important growth markets for tax advisory services globally, and we are investing in the region with a long-term view,” said Tom Shave, President of Ryan’s European and Asia-Pacific Operations. “Uniting under the Ryan brand strengthens how we serve clients across the UAE, Saudi Arabia, and Europe—bringing seamless access to our global expertise, technology, and international resources through one trusted platform. This transition marks an important milestone in our integration and reinforces our commitment to the region’s future.”
Ryan will continue to invest in its Middle East operations, expanding its team, capabilities, and regional presence across key markets, including Dubai, Abu Dhabi, and Riyadh. The practice provides comprehensive tax advisory services spanning corporate tax, value-added tax (VAT) and indirect tax, transfer pricing, mergers and acquisitions (M&A) tax structuring, research and development (R&D), and cross-border compliance.
“The response from our clients over the past year has been the clearest validation of this partnership,” said Nimish Goel, Leader, Middle East, Dhruva, a Ryan Affiliate. “From the outset, our teams have been integrating Ryan’s global capabilities in technology, specialized expertise, and best practices into the work we already lead in the region. Adopting the Ryan brand is the natural next step. It is the same people and the same trusted relationships, now carrying the name of the largest Firm in the world dedicated exclusively to business taxes.”
The rebranding will be implemented in phases during the second half of 2026, with signage, visual identity, and digital properties transitioning to the Ryan brand across the region.
Cover Story
Saudi Arabia’s tax amnesty is entering its final months
What could follow the December deadline is an assessment cycle, not a filing cycle.
By Manish Bansal, Associate Partner, Dhruva Advisors, A Ryan Affiliate, Saudi Arabia
For most of the past five years, inter-alia, one of the major topics of tax conversation in Saudi boardrooms has been e-invoicing. Are we on the Fatoora platform? Which wave are we in? Has the ERP been configured or do we go with a third-party e-invoicing solution? Will we make the deadline?
Those were the right questions for the period we have just left. They are not necessarily the right questions for the period we are entering.

On 29 June 2026, the Zakat, Tax and Customs Authority (“ZATCA”), acting on a decision of the Minister of Finance, extended the Cancellation of Fines and Exemption of Financial Penalties initiative for a further six months, running from 1 July to 31 December 2026. It covers excise tax, value added tax, real estate transaction tax, withholding tax and corporate income tax. That much has been widely reported.
Less widely noticed is a condition set out in the accompanying guideline. If the Authority extends the initiative again past December, that further extension will not reach returns that fell due after 30 June 2026.
The Authority has not simply granted more time. It has informed the market, in advance, where the relief eventually stops. Whatever is announced in December, the clean-up window for historical positions is being drawn shut. For a tax administration, that is about as clear a statement as one can give.
What the regulator already sees
The reason this matters now, rather than in some indeterminate future, is that the Authority’s information position has changed fundamentally.
Wave 24 of the e-invoicing Integration Phase closed on 30 June 2026. Announced in September 2025, it captured every taxpayer whose VAT-subject revenues exceeded SAR 375,000 in 2022, 2023 or 2024. That figure is not arbitrary: it is the mandatory VAT registration threshold. In effect, the wave brought the entire registered population into scope.
And the direction has not stopped there. On 24 July 2026 – ZATCA published the criteria for Wave 25, halving the threshold to SAR 187,500 of VAT-subject revenue in 2022, 2023, 2024 or 2025, with integration required by 1 February 2027.
Under the Integration Phase, standard business-to-business invoices are cleared by ZATCA before they reach the buyer, and simplified business-to-consumer invoices are reported within twenty-four hours. Invoices must be issued in a prescribed structured format, carrying a cryptographic stamp and a unique identifier.
The Authority is therefore no longer reliant on what appears in a filed return. It holds the underlying transactional record, in structured form, close to real time, across the whole economy.
This is the shift most finance functions have not yet absorbed. For years, the Saudi assessment process began with an information request. In an environment of structured, near-live data, it begins instead with an anomaly the system has already identified. The taxpayer’s first substantive contact with the process is not a request for documents. It is a proposition to be answered.
Key exposure areas to be mindful of
In our experience, the following key areas could be more visible and exposed to assessment risk in the Kingdom once transactional data can be cross matched against declarations.
The first is permanent establishment risk arising from project delivery. Groups routinely deploy technical staff, secondees and subcontracted specialists into Saudi projects while treating the arrangement as an offshore supply. Given that most KSA government portals are inter-linked, careful monitoring of in-Kingdom presence is critical, in particular, employees of non-resident companies undertaking fly-in/fly-out assignments in the Kingdom. It is worth noting that the current tax law has no de minimis threshold for the creation of a permanent establishment. Accordingly, even a single day of presence in the Kingdom could potentially give rise to a permanent establishment, although in practice, the ZATCA may apply a more facts-based approach when assessing whether a permanent establishment exists.
Second is related-party pricing, and here a change that took effect two years ago is still under-appreciated. Following amendments to the Transfer Pricing By-Laws, the transfer pricing provisions apply to zakat payers as well as taxpayers for financial years beginning on or after 1 January 2024, and Advance Pricing Agreements became available to both. For a Saudi family group with decades of intercompany arrangements built for operational convenience rather than for documentation, this is a material change in obligation, and one that many such groups have not yet worked through.
Lastly, needless to state that VAT audits are likely to get much more sophisticated with real time data and the data analytics and AI tools available.
What the amnesty covers, and what it does not
Many companies are counting on this window. It is worth being precise about what it covers.
The initiative covers late registration, late payment and late filing fines, penalties on the amendment or correction of a VAT return, and other financial fines imposed under Article 45 of the VAT Law, including field detection and e-invoicing violations. To benefit, a taxpayer must register where registration is required, submit the outstanding returns, and either pay the amounts due or obtain ZATCA’s approval for an instalment plan.
Two limits deserve emphasis. The initiative does not extend to penalties relating to tax evasion violations. And it operates on fines for returns falling due up to 30 June 2026.
There is also a point that no guideline states because it does not need to. The initiative waives penalties. It does not validate a technical position. A voluntary disclosure that corrects an arithmetic omission is a straightforward matter. A voluntary disclosure that reveals a contestable tax treatment is a different exercise entirely, because it puts a position on the record that will be read. The analysis must come before the filing, not after it.
Fewer than four months
For most groups, what remains to be done before 31 December is a short list. It is also, notably, not a systems exercise. The e-invoicing platforms are already built and connected. The work now is reviewing the positions those systems have been reporting all along.
Reconcile first. Take VAT/ Tax/ Zakat returns, customs declarations, withholding tax filings and audited financial statements for the open years and reconcile them against one another before ZATCA’s systems do it. Where the numbers do not tie, understand why, and document the reason contemporaneously rather than reconstructing it under assessment.
Then sort. Separate the genuine errors, which the current window is designed to resolve, from the judgement positions, which need to be assessed on their merits and defended with evidence that pre-dates the query.
Finally, treat documentation as a deliverable with a deadline. Substantiation assembled after an assessment notice arrives carries markedly less weight than substantiation prepared when the transaction occurred.
A regulator that publishes wave criteria six months ahead, that notifies taxpayers directly, that issues guidance with worked examples, and that tells the market in advance where relief will end, is behaving like the administration of a mature investment destination. That predictability is an asset for serious businesses, and it is what long-term capital looks for.
But predictability runs in both directions. The Kingdom has been clear about what it expects and when. The businesses that will move through the coming assessment cycle with least disruption are those that use the next few months to answer the questions before they are asked.
Disclaimer: This article is intended for general information only and does not constitute tax, legal, accounting or other professional advice. It reflects the tax rules in force as of the publication date, and the described regulatory landscape continues to develop. Readers should obtain professional advice appropriate to their own facts and circumstances before acting on any matter discussed.
Spotlight
HONOR Pad X9b Max Review: When a Tablet Starts Challenging Your Laptop

With a huge 13-inch display, a 10,100mAh battery and familiar Android productivity tools, HONOR’s Pad X9b Max makes a convincing case for going big, although its size brings compromises of its own.
BY Srijith KN, Senior Editor, Integrator Media
The HONOR Pad X9b Max makes its intentions clear almost immediately. With a 13-inch display, this is not a tablet designed primarily around compactness. It wants to give you enough screen to watch, browse, multitask and, increasingly, get some proper work done.

That became the most interesting part of my time with it.
Rather than approaching the Pad X9b Max purely as an entertainment device, I connected a Bluetooth keyboard and began using it for documents, browsing, ChatGPT and some of the everyday tasks I would normally reach for my laptop to handle.
The result is a tablet that gets surprisingly close to feeling like a lightweight workstation in the right circumstances, although whether you would actually leave the laptop behind is a slightly more complicated question.
A 13-inch display that makes a difference
The headline feature is undoubtedly that 13-inch LCD display.
At 2500 × 1560 resolution and with a refresh rate of up to 120Hz, there is plenty of space here for websites, documents and video. But the more important point is simply how much larger everything feels when you start working on it.
I happened to have a Huawei MatePad 11.5 alongside the HONOR during testing, and putting the two next to each other made the difference immediately apparent. The Huawei feels much more like a conventional portable tablet. The Pad X9b Max begins moving into laptop territory.
Documents have more room to breathe, websites feel less constrained and working with text is particularly pleasant. I noticed this while using ChatGPT, where longer conversations almost began to resemble working inside a document rather than interacting with a mobile application.
The 120Hz refresh rate also helps keep scrolling and general navigation fluid, while the large canvas makes multitasking considerably more attractive than it is on smaller tablets.
There is, however, an obvious trade-off.
A 13-inch tablet isn’t something I would choose specifically because I wanted the smallest device possible in my bag. The size that makes the X9b Max so appealing on a desk is also what makes smaller tablets easier to carry and use casually.
That’s the fundamental compromise here: I prefer the HONOR when I’m sitting down to work; I prefer the idea of a smaller tablet when I have to carry it.
Productivity becomes part of the proposition
Pair the Pad X9b Max with a keyboard and the large display begins making considerably more sense.

I used a Kensington Bluetooth keyboard during testing, and the combination worked well for writing, browsing and moving between applications. Microsoft Word introduced its own subscription-related complications, but that’s more a reflection of Microsoft’s software model than a limitation of HONOR’s hardware.
The wider Android ecosystem is also important. With MagicOS and access to familiar Google applications, getting my usual collection of services onto the tablet was straightforward.
My review unit comes with 4GB of RAM and 128GB of storage, so this isn’t hardware I would position as a replacement for a high-performance notebook. But for everyday productivity — web applications, writing, email, research, media and lighter multitasking — the experience makes a convincing argument for using the tablet instead of reaching for a laptop every time.
Expandable storage also gives the X9b Max additional flexibility for users carrying large collections of documents or media.

Built for entertainment too
Of course, productivity is only half the appeal of having this much screen.
The Pad X9b Max’s size makes video one of its natural strengths. HONOR has paired the display with a quad-speaker system, DTS:X Ultra and IMAX Enhanced support, reinforcing the tablet’s entertainment credentials.
And this is where having 13 inches requires considerably less justification. Video simply benefits from the additional scale, whether you’re watching from a desk, sofa or bed.
It also means the Pad X9b Max can comfortably switch roles during the day: a document and browser screen while working, followed by a sizeable personal entertainment display once the keyboard goes away.
A battery built for the bigger canvas
Powering all of this is a 10,100mAh battery, paired with support for up to 45W HONOR SuperCharge.
The large capacity makes sense considering the size and resolution of the display. More importantly, battery life is critical for a tablet being positioned as both an entertainment device and a productivity companion. Having to constantly look for a charger would undermine much of the convenience of leaving a laptop behind.
We wouldn’t reproduce HONOR’s laboratory endurance claims as our own results here; for the VAR piece, the more relevant point is that HONOR has equipped its largest screen with an appropriately substantial battery.
Verdict
The HONOR Pad X9b Max succeeds because its 13-inch display isn’t merely a specification designed to look impressive on the box. It materially changes what the tablet is good at.

There is substantially more room for documents, browsing, multitasking and content, and adding a keyboard transforms it into a surprisingly useful desk-based productivity device.
But its greatest strength also creates its biggest compromise. At this size, the X9b Max isn’t as effortless to carry around as a smaller tablet, and once you add a keyboard, you inevitably start comparing the entire setup with taking a laptop instead.
That makes the Pad X9b Max particularly appealing for someone who wants one large-screen device capable of moving between work and entertainment, rather than someone whose priority is maximum portability.
It hasn’t made my Dell redundant.
But it has made me reach for it less often, and for a tablet this size, that’s probably the more meaningful achievement.
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