BY SRIJITH KN FOR FINANCIAL INTEGRATOR

Over the past few years, investor participation across the region has evolved beyond speculative trading activity into something far more structured, technology-driven, and institutionally aligned. Retail traders are becoming increasingly sophisticated, expectations around transparency and execution quality are rising, and financial platforms are under pressure to offer far more than simple market access.

The speculative frenzy that once defined large parts of retail trading is gradually giving way to a more measured investor mindset, shaped largely by regulation, financial awareness, and long-term wealth preservation rather than short-term market excitement.

In this changing landscape, brokerage firms are no longer positioning themselves purely as trading providers. Instead, many are beginning to evolve into broader financial ecosystems, combining infrastructure, education, technology, regulatory credibility, and long-term investment access into a single platform experience.

For UAE-based firms such as Traders’ Hub Capital Markets, this shift represents more than market expansion. It signals a transformation in how the region’s next generation of investors may engage with financial markets altogether.

Founded in 2022 and headquartered in Abu Dhabi, Traders’ Hub has rapidly positioned itself as a locally regulated, technology-enabled brokerage focused on transparency, multi-asset access, and client-centric trading infrastructure.

Today, the company offers access to more than 2,000 instruments across forex, commodities, equities, indices, and cryptocurrencies, while simultaneously preparing for a broader move into wealth management and long-term investment services.

But the story surrounding Traders’ Hub is not simply about growth.

It is also about the wider evolution of the UAE’s financial ecosystem itself.

THE SHIFT IN UAE INVESTOR CULTURE

Across the GCC, financial participation is changing shape.

The rapid rise of digital platforms, increasing financial literacy, regulatory modernization, and mobile-first investing have fundamentally altered how younger investors interact with markets.

In parallel, the UAE has continued strengthening its position as a regional financial hub, attracting capital, fintech innovation, institutional activity, and globally mobile investors seeking regulated access to international markets. This transformation has also created new expectations.

Today’s investors are increasingly prioritising transparency, regulatory protection, execution quality, multi-asset accessibility, and seamless digital experiences.

In many ways, expectations around trading platforms are beginning to resemble expectations traditionally associated with banking and wealth management institutions.

According to Michael Barbour, Head of Product Implementation at Traders’ Hub Capital Markets, these changes reflect a deeper transformation in investor behaviour itself.

“Investors increasingly seek integrated, trustworthy financial ecosystems prioritising long-term value, convenience, and institutional-grade service.”

Over the past five years, the psychological profile of the UAE investor has gradually shifted from short-term speculation toward a far more informed, disciplined, and globally aware mindset. Earlier retail participation was often driven primarily by leverage, speed, and short-term market movements. Today, however, younger investors across the UAE are becoming more research-driven, risk-conscious, and focused on long-term wealth creation rather than impulsive trading behaviour.

Modern traders are also seeking far more than market access alone. Transparency, educational support, analytical tools, platform stability, and institutional credibility are becoming increasingly important components of the investor experience itself.

FROM SCOTLAND TO GULF CAPITAL MARKETS

Long before helping shape the growth trajectory of Traders’ Hub Capital Markets, Michael Barbour’s early ambitions were far removed from financial markets.

Growing up in Stonehaven, a small Scottish town south of Aberdeen, he originally aspired to become a professional footballer, eventually playing semi-professionally before moving into finance.

His early exposure to financial systems came during the 2008 financial crisis while working within the legal and asset management sector in Scotland, assisting major UK banking institutions in managing distressed real estate portfolios during one of the most volatile periods in modern financial history.

That experience, combined with his later move to the Middle East in 2011 and subsequent years at the Dubai Gold and Commodities Exchange (DGCX), helped shape a perspective grounded not only in trading infrastructure, but in how markets behave under pressure, uncertainty, and rapid transformation.

Today, that institutional perspective continues influencing Traders’ Hub’s broader focus on operational credibility, technology infrastructure, and long-term investor engagement across the UAE market.

BUILDING A LOCALLY ROOTED TRADING PLATFORM

One of Traders’ Hub’s strongest positioning advantages lies in its status as a UAE-regulated Category 1 Capital Markets Authority (CMA) licensed broker, one of the highest licensing classifications within the country’s financial ecosystem.

In a market where offshore platforms have historically dominated retail participation, regulatory credibility has become increasingly significant, particularly as investors grow more conscious of operational risk, fund protection, execution transparency, and long-term platform reliability.

Rather than positioning itself through aggressive speculative messaging, Traders’ Hub appears to be building its identity around institutional-grade infrastructure, operational discipline, and client alignment.

Its trading environment is built around a Straight Through Processing (STP) execution model, meaning trades are routed directly to liquidity providers rather than internally warehoused by the broker itself.

In increasingly crowded financial markets, brokerage differentiation is no longer being shaped purely by leverage offerings or execution speed. Investors across the UAE are becoming far more conscious of pricing transparency, liquidity structures, operational credibility, and how trades are ultimately executed, particularly as financial literacy continues maturing across the region.

According to Michael Barbour, many investors still misunderstand how brokerage models differ operationally, particularly around spreads, slippage, pricing structures, and conflicts of interest between market-making and STP environments.

For Barbour, transparency itself is becoming a defining factor in long-term investor confidence.

Modern investors are also becoming more selective around how brokers disclose execution policies, fee structures, liquidity relationships, and client fund protections. In many ways, execution architecture itself is increasingly becoming part of the trust equation.

For regulated regional firms such as Traders’ Hub, this shift may ultimately represent a broader advantage. As investor sophistication continues evolving across the UAE, operational credibility and institutional transparency are beginning to matter as much as platform functionality itself.

FROM BROKERAGE TO FINANCIAL ECOSYSTEM

The transition from Traders’ Hub Currency Brokerage to Traders’ Hub Capital Markets reflects more than a naming evolution. It signals a broader ambition to position the company as a longer-term financial institution within the UAE’s evolving investment ecosystem.

Globally, the distinction between trading platforms, investment platforms, and wealth management ecosystems is beginning to blur. Increasingly, investors no longer want fragmented financial experiences spread across multiple platforms. Instead, they are seeking connected environments capable of combining active trading, long-term investing, financial planning, analytics, and educational support within a single ecosystem.

For Traders’ Hub, this transition also reflects an effort to solve a longstanding regional friction point: the difficulty many UAE investors face when moving between active trading and structured long-term wealth accumulation.

“The modern investor no longer wants isolated trading access. They want a complete financial environment,” says Barbour.

The company’s planned expansion into wealth management and broader investment services reflects a wider regional shift toward more integrated financial participation models.

TECHNOLOGY, AI, AND THE NEXT INVESTOR EXPERIENCE

As trading platforms become increasingly automated and algorithmically assisted, the financial industry is also confronting a deeper question: how much of investing should remain human?

Technology is rapidly becoming the defining layer of modern financial platforms, from AI-assisted analytics and mobile-first investing experiences to increasingly sophisticated execution infrastructure.

But while automation can enhance speed and efficiency, long-term investing still remains deeply shaped by human behaviour itself. Markets continue being influenced by fear, overconfidence, emotional reaction, and risk perception, factors technology alone cannot fully eliminate.

One potential differentiator for firms such as Traders’ Hub may therefore lie in how effectively they balance algorithmic intelligence with human judgement.

EDUCATION, TRUST, AND LONG-TERM ENGAGEMENT

As trading participation expands across the GCC, financial platforms are increasingly carrying responsibilities extending far beyond market access alone.

While digital platforms have lowered barriers into global financial markets, they have also intensified conversations around behavioural investing, financial literacy, emotional discipline, and long-term risk awareness.

Increasingly, sustainable platform growth may depend not only on user acquisition, but on trust, transparency, and investor education itself.

In the GCC particularly, where retail participation continues expanding rapidly, financial firms are beginning to recognise their role in shaping long-term investor behaviour and financial understanding.

THE NEXT PHASE OF REGIONAL FINANCE

The UAE’s financial landscape is evolving rapidly.

As regulation strengthens, investor sophistication increases, and technology continues reshaping how capital moves through markets, financial platforms and capital markets institutions are being forced to rethink what they represent within the broader financial ecosystem.

The company’s broader direction, spanning infrastructure investment, wealth management expansion, AI integration, mobile accessibility, and educational initiatives, reflects a wider regional transition toward more mature, technology-enabled financial participation.

 Barbour believes the future of finance will increasingly belong to intelligent platforms capable of combining technology, trust, education, accessibility, and long-term wealth creation into a unified experience.

Whether this next generation of financial platforms ultimately succeeds will depend not only on execution speed or product breadth, but on something far more enduring: trust.

And in an increasingly crowded financial landscape, trust may ultimately become the most valuable asset of all.

A year after IBM’s Deep Blue defeated Garry Kasparov in 1997, Kasparov did something unexpected. Rather than retreat, he invented a new form of chess he called ‘advanced chess’, pairing human players with computers to see what they could produce together. The result was remarkable. Even moderately skilled players, armed with a standard machine, were capable of defeating both grandmasters playing alone and computers operating without human input. The combination was categorically superior to either element in isolation.

By: David Henderson , Group CHRO, Al-Futtaim 

That experiment carries an important lesson for organisations navigating AI today. The instinct understandable, but mistaken, is to frame AI as a technology story. It is not. AI reshapes jobs, redistributes decision rights, resets operating models, and forces us to reconsider deeply embedded ways of working. It intersects directly with creativity, cognition, confidence, identity and employability. It produces as many human questions as it does technical ones.

This is why the organizations that are genuinely converting AI from experiment into competitive advantage are those that have understood it, first and foremost, as a large-scale human transformation, one that demands the business, the CHRO and the CIO working as genuine partners, each bringing what the other cannot.

The organisations winning with AI are not those with the most sophisticated technology. They are those that have most deliberately redesigned how humans and machines work together.

The Case for the CHRO

The most effective AI transformations are driven by a tight three-way partnership:

the business setting the agenda and owning outcomes,

the CIO providing the technology platforms,

data infrastructure and governance,

and the CHRO leading the human transformation that determines whether AI delivers value at scale or stalls in pilots.

Each is essential. None is sufficient alone.

In this paper, I propose a model for how CHROs can lead AI enablement through four interconnected roles: Design Architect, Capability Steward, Adoption Catalyst, and Transition Guardian. Each role addresses a distinct dimension of the human transformation that AI demands. Together, they represent a holistic operating mandate for CHROs who are serious about delivering sustained enterprise value from AI, not just deploying tools.

01) Design Architect: Redesigning work, roles and decision rights for the AI era

AI transformation fails far more often because of organisational design choices than because of technology limitations. When companies deploy AI tools without redesigning how work is done, decision rights blur, accountability erodes, adoption stalls, and productivity gains remain trapped in pilots. The technology is rarely the binding constraint. The organisation almost always is.

The CHRO’s role as Design Architect is to get ahead of that problem. This means providing overarching direction on how work should be redesigned so that human judgment and AI-generated insight are deliberately combined, not accidentally layered on top of each other. It means clarifying which decisions remain human-led, which are AI-supported, and where accountability ultimately sits. And it means building an operating model architecture that is dynamic enough to evolve as AI capabilities continue to develop rapidly.

Being intentional on organisational design means staying one step ahead of technological adoption, not one step behind it. The CHRO must proactively reimagine how AI reshapes the value chain and translate that vision into operating model decisions — rather than reactively course-correcting after tools have already been deployed.

02) Capability Steward: Building enterprise-wide, continuous learning systems that keep pace with AI

The CHRO’s role as Capability Steward is to build the learning infrastructure that makes this possible at scale. This means moving decisively away from episodic, one-size-fits-all training models, which are structurally unsuited to the pace of AI change, towards continuous, contextual learning systems that are embedded in daily workflows.

It means developing AI fluency across the workforce, not just in specialist teams. And it means maintaining ongoing insight into which capabilities are emerging, shifting or declining as the skills economy evolves.

The CHRO must protect long-term capability health and resilience, not simply optimise for short-term productivity. Organisations that treat AI learning as a one-time training event will struggle to sustain adoption. Those that build continuous learning as an organisational capability will compound their advantage over time.

03) Adoption Catalyst: Empowering employees as co-creators of AI value, not passive recipients of it

Many CHROs of my generation were trained in a change management orthodoxy that starts at the top of the house, guiding coalition, executive sponsorship, structured project timelines. That model is not wrong, but it is increasingly insufficient for AI.

Top-down governance and strategy remain essential. But scalable AI value does not come from mandates. It comes from the bottom up, from employees who understand the work and are empowered to apply AI where insight is deepest and value most immediate.

The CHRO’s role as Adoption Catalyst is to create the conditions for this to happen: building cultures of experimentation and knowledge-sharing, aligning incentives and recognition to reward participation, and enabling employees to co-create AI use cases rather than simply receive them.

This is a fundamental shift from change management to what I would call change orchestration, leaders creating the environment in which adoption flourishes, rather than driving it through compliance.

Employees need to define the tools they need , not simply learn the tools they are given. That distinction is everything when it comes to whether AI adoption takes root or stalls.

Bottom-up adoption is not a cultural nicety. It is the mechanism through which AI becomes embedded, differentiated and commercially meaningful at scale. Organisations that get this right do not deploy AI. They make AI part of how the organisation thinks.

04) Transition Guardian: Ensuring AI adoption is ethical, transparent, and in the long-term interest of employees

AI introduces legitimate concerns that the CHRO cannot afford to minimise: fairness, transparency, surveillance, bias, job security, long-term employability. If these concerns are not addressed proactively and honestly, trust erodes, and without trust, adoption stalls regardless of how good the technology is.

This means embedding ethical guardrails and human oversight into AI adoption from the outset, not retrofitting them under regulatory pressure. It means communicating honestly with employees about what AI will change, what it will not change, and what pathways exist for reskilling and redeployment.

And it means treating strategic workforce planning not as an HR administrative function, but as a core enabler of organisational resilience.

Today’s employees need to focus less on specific target jobs and more on building transferable skill profiles that will serve them across a career that is certain to be turbulent. They need to feel that their organisation has their back. The CHRO must make that commitment credible, not through reassurance, but through concrete pathways.

Trust is not a soft outcome of AI transformation. It is the hard prerequisite for scaling it. The CHRO who treats it as such will find that ethical, transparent AI adoption does not slow the transformation down — it is the thing that makes it durable.

The CHRO Skill set for AI Enablement

Having defined the four roles the CHRO must play, it is worth being specific about the skills and attributes required to execute each one. In an environment where AI success is increasingly determined by organisational design, capability building, adoption dynamics and trust, not technology, these capabilities define whether the CHRO is shaping the transformation or reacting to it.

A few points of emphasis.

As Design Architect, the most underrated skill is enterprise co-creation — the confidence and credibility to act as a genuine co-owner of AI strategy with the CIO and business leaders, not merely as a supporting function.

As Adoption Catalyst, cultural signal awareness is often more powerful than formal programmes, leadership language and behaviour either accelerate or silently undermine adoption at scale. And as Transition Guardian, clear and honest communication, including on uncertainty and difficult tradeoffs, is the foundation on which all of the other skills rest.

Without it, none of the others land.

Conclusion: The Human Transformation Imperative

Organisations that are genuinely winning with AI are not those with the most sophisticated technology stacks. They are those that have most deliberately and thoughtfully redesigned how humans and machines work together, rethinking operating models, building capability at scale, empowering employees as co-creators, and managing the transition with ethics and transparency.

The CHRO who grasps this, who acts as Design Architect, Capability Steward, Adoption Catalyst and Transition Guardian simultaneously, becomes one of the most important executives in the organisation. Not because HR has staked a claim to a technology agenda, but because the most important levers for AI value creation are organisational and human, and those are precisely the levers that CHROs are equipped to pull.

Kasparov’s advanced chess experiment showed us, a quarter of a century ago, that the most powerful outcomes emerge not from humans or machines working alone, but from their deliberate, skillful combination. The CHRO’s mandate is to make that combination work, at enterprise scale, at pace, and without losing the trust of the people it depends on.

That is not a supporting role. It is a defining one.

_______________________________________________________

David Henderson is Group CHRO of Al-Futtaim Group, one of the Middle East's largest diversified conglomerates. He has previously served as CHRO of Zurich Insurance Group, MetLife and PepsiCo.

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.

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.

As the Middle East accelerates its push toward becoming a digital economy, global consumer electronics brands are being forced to rethink their role beyond simply selling devices. For Hisense, that shift is already underway.

From building connected living ecosystems to strengthening regional manufacturing and R&D, the company is positioning itself not just as a technology provider, but as a long-term partner in the region’s transformation.

In this conversation, Jason Ou, President of Hisense Middle East, Africa and India, outlines how localisation, supply chain investments, and a sharper focus on consumer relevance are shaping the company’s next phase of growth in the region—and why the Middle East is emerging as more than just a consumption market.

The region is increasingly positioning itself as a hub for digital economies. How can consumer electronics brands contribute to this broader transformation beyond simply selling devices?

Consumer electronics brands today play a much bigger role than just providing devices. Our real impact comes from shaping how people live in an increasingly digital world. At Hisense, we focus on anticipating consumer shifts and building our innovation around the needs of modern, connected lifestyles. It’s not only about technology, but about how that technology integrates seamlessly into everyday life.

We see this clearly through connected living. A TV today is no longer just a screen, it becomes part of a wider ecosystem, connecting with appliances, enabling intuitive control, and helping consumers manage comfort, energy, and daily routines more efficiently. At the same time, localization is key. Through regional R&D, partnerships, and a stronger presence on the ground, we ensure our innovation is relevant to local lifestyles and market realities. Ultimately, our role is to translate innovation into meaningful, practical value, supporting the region’s digital transformation in a way that is tangible for both consumers and communities.

Technology companies often struggle between being engineering-led and market-led. How does Hisense maintain that balance internally?

For us, it is not a question of choosing between engineering-led or market-led. The strongest companies are built on both, working hand in hand. At Hisense, we combine strong engineering capabilities with a deep understanding of consumer needs and local markets. Our innovation is driven by technology, but always shaped by how people actually live, interact, and use our products. We focus on one simple principle: every innovation must translate into a better user experience. That is where engineering excellence meets real market relevance, allowing us to stay both forward-looking and grounded in consumer value.

You have led Hisense’s expansion in the Middle East through a period of rapid technological change. What leadership principles have helped you balance global innovation with local market realities in this region?

The starting point has always been staying true to Hisense’s vision and values. That gives us a clear direction, especially during periods of rapid change. The second element is people and partnerships. Building the right team on the ground, and working with the right partners, has been essential to understanding the region and executing effectively across markets.

Third is localization with discipline. While we benefit from strong global innovation, success in this region comes from adapting that innovation to local lifestyles, climate, and consumer expectations in a consistent and structured way. And finally, long-term commitment. We have approached the Middle East as a strategic growth market, continuing to invest in technology, operations, and relationships. That long-term view allows us to balance global ambition with local relevance and build sustainable growth over time.

As most global supply chains and manufacturing ecosystems for consumer electronics remain concentrated outside the Middle East, what role do you see the region playing in the future production and innovation landscape of this industry?

I believe the region will play a much bigger role over time, especially as a center for localization, strategic manufacturing, regional distribution, and application-led innovation. We are already seeing that evolve. Hisense has been strengthening its regional manufacturing footprint, including operations in Algeria and Egypt, alongside localized R&D in Dubai. Our recent export milestone from Algeria into Egypt and Tunisia shows that the region is not only a consumption market, but increasingly part of a broader industrial and supply-chain ecosystem.

Going forward, I see the Middle East and wider MENA region becoming more important in three areas: as a faster response hub for regional supply and customization; as a testing ground for technologies suited to local environmental and lifestyle conditions; and as a bridge between global innovation and emerging-market demand. The opportunity is not just to manufacture more, but to shape products and solutions that are more relevant to this part of the world.

If we fast forward ten years, what will the concept of “home entertainment” look like compared to today?

We are currently witnessing a significant wave of innovation, particularly driven by AI capabilities. I believe this will continue to evolve, becoming smarter, more intuitive, and more seamlessly integrated into everyday life. Home entertainment will not only improve in terms of quality, with better visuals, sound, and performance, but it will also become more personalized and adaptive to each user.

At the same time, we will see more robotic and automated technologies becoming part of the home, supporting everyday tasks and enhancing convenience, creating a more connected and intelligent living environment. Ultimately, the experience will shift from simply watching content to enjoying a smarter, more immersive, and fully integrated home experience.

Finally, if you had to describe the next chapter of Hisense in the Middle East in one word, what would it be and why?

Reliable. We aim to become the most reliable brand in the region, in line with our longterm vision. This means continuously strengthening our position across technology development and market penetration, while keeping consumer needs at the center of everything we do. At the same time, we will further invest in localized solutions to ensure our innovation remains relevant, practical, and impactful for the region.

From content creation to media buying, artificial intelligence is quietly reshaping how campaigns are built, delivered, and optimised across the GCC.

In the UAE and across the GCC, artificial intelligence has moved well beyond the stage of experimentation. What was once a buzzword discussed in boardrooms is now deeply embedded in the day-to-day execution of advertising. Brands are no longer testing AI—they are relying on it to run campaigns, generate content, and make increasingly precise decisions about audience targeting and timing.

On the creative front, the shift is particularly visible. AI-powered tools are now capable of producing ad copy, visuals, and even short-form video content at a pace that would have been unthinkable just a few years ago. For marketers operating in a market like the UAE—where campaigns often need to speak to audiences in both English and Arabic, while also resonating across a diverse mix of nationalities, this level of speed and adaptability is more than a convenience. It is becoming a necessity.

Behind the scenes, machine learning has also transformed how media buying is approached. Traditional methods that relied heavily on instinct or retrospective performance reports are steadily being replaced by systems that analyse audience behaviour in real time. These platforms continuously optimise campaign performance, adjusting budgets and placements based on how users interact with content.

In the UAE’s PR ecosystem, brands are already leveraging platforms such as Meltwater, Brandwatch, and Sprout Social to better understand media performance, audience sentiment, and the broader buying landscape.

AI is also influencing emerging advertising formats. Digital billboards, for instance, are becoming more responsive, using live data inputs to tailor content based on factors such as time of day, location, and audience movement. Similarly, augmented reality experiences are beginning to incorporate behavioural insights, offering more contextual and interactive brand engagements.

Looking ahead, the trajectory appears clear. Advertising is moving towards deeper automation, more intelligent recommendations, and tighter integration between creative tools and analytics platforms. The industry is shifting from a model centred on broadcasting messages to one that focuses on responding to audiences in real time, with context and precision.

In this evolving landscape, AI is no longer just an enabler, it is becoming the foundation on which modern advertising is built.

Dubai’s construction pipeline is moving at a pace that demands absolute execution discipline. We sit down with Ibrahim Imam, CEO and Co-founder of PlanRadar, to discuss how real-time tracking, digital templates, and AI are eliminating site ambiguity and setting a new benchmark for project delivery certainty in the region.

Dubai’s construction sector continues to grow despite evolving regional dynamics. From your perspective, how is digital transformation reshaping project execution and operational efficiency across construction sites in the region?

Dubai’s construction and real estate pipeline continues to move at pace, and that pace puts a spotlight on execution discipline. In practice, many performance issues don’t start as major failures—they start small: an unclear detail in the plans, an inspection requested too late, a change implemented before approval, or a delivery accepted without proper checks. These gaps often surface later as rework, delays, audit findings, or disputes—when time and cost impacts are already locked in.

Digital transformation is reshaping execution in two very practical ways: speed of decisions and quality of evidence. When inspections, approvals, and corrective actions are managed through consistent workflows—linked to the right location and supported by photos, markups, or test results—teams stop relying on individual habits and start relying on a system. That is why the Construction Site Templates Playbook frames templates as operational control points, not paperwork. When these controls are digitised and embedded into daily routines, operational efficiency improves because coordination becomes faster and issues are closed with verified evidence.

Platforms like PlanRadar are enabling teams to digitise on-site workflows. What role does real-time tracking of inspections, tasks, and approvals play in improving transparency and accountability across project teams?

Real-time tracking changes daily site management from “What do we think happened?” to “What can we verify right now?” That shift is a major driver of transparency and accountability.

First, it makes ownership and deadlines explicit. When an inspection request, an RFI response, a non-conformance closure action, or an approval task is assigned to a named person or role with a due date, follow-up becomes structured. Leadership can see what is overdue without chasing updates across emails and messaging threads.

Second, it links records to the right location and supporting evidence.Construction is location-based. A record without a clear location (area/level/grid) and objective evidence can create ambiguity and slow decisions. Real-time workflows make it easier to capture evidence at the point of work—photos, markups, documents, test results—and link it directly to the site location and the relevant record.

Finally, it strengthens audit readiness and handover quality. Time-stamped, traceable records reduce reliance on reconstructed evidence during audits, handover, or dispute resolution. In regulated environments and high-value developments, this traceability increasingly matters.

Developers today are under pressure to deliver projects on time while maintaining quality standards. How are digital tools helping teams maintain delivery certainty despite increasing project complexity?

Developers today are under pressure to deliver projects on time while maintaining quality standards. Digital tools are helping teams maintain delivery certainty despite increasing project complexity by making issues visible earlier, improving coordination, and creating clearer control across execution.

Many delays begin as small blockers such as missing approvals, late materials, access constraints, sequencing clashes, or outstanding clarifications. If these constraints live only in meeting notes, they are easy to lose. Digital tools such as look-ahead planning and constraint logs make blockers visible, assigned, and tracked until closure so that intervention happens earlier.

A structured Change Order / Variation workflow also helps bring control to project changes. It captures what is changing and why, which areas and plans/specifications are impacted, the time and cost impact, the approval authority, and the final decision. Digitally, this creates a clear history from request to review to approval to implementation, reducing confusion and protecting commercial position.

Late approvals, incomplete documentation, and weak delivery checks often become downstream defects and replacement delays. Digitising material approvals and delivery inspection records helps ensure only compliant materials enter the works, and issues are identified before they affect installation.

Rework remains one of the biggest threats in construction. Structured QA/QC inspection checklists, defect and snag tracking with verified closure, and commissioning readiness checks help reduce late-stage quality surprises. Instead of quality becoming a handover fire drill, it becomes part of daily execution.

Construction has traditionally been slow to adopt new technologies. As a technology leader working closely with developers and contractors across the region, how do you see leadership mindsets evolving when it comes to embracing digital transformation on construction sites?

Construction has traditionally been slow to adopt new technologies. As a technology leader working closely with developers and contractors across the region, we see leadership mindsets becoming more practical and more execution-focused. The shift is from “Which tool should we buy?” to “What discipline do we need to enforce on site?”

Historically, adoption has been slowed by the fear of slowing site teams down, the difficulty of aligning subcontractors, and the belief that projects are too unique to standardise. What is changing now is the recognition that inconsistent execution controls create higher costs than standardisation, especially when leaders are managing multiple projects with tighter governance and higher scrutiny.

Projects can no longer depend on a few experienced people to hold everything together. Leadership increasingly wants consistent execution across teams and subcontractors, even when site resources change. As a result, there is growing demand for processes that are repeatable, with clear ownership, structured approvals, evidence captured at the point of work, and verified closure.
It is therefore becoming less about “going digital” and more about enforcing reliable workflows. Adoption succeeds when workflows are simple, mobile-friendly, and aligned with daily routines. If tools add effort without clear value, teams will bypass them. That is why template design, including triggers, required fields, and evidence capture, matters as much as the platform itself.

Looking ahead, how do you see technologies like AI, predictive analytics, and automation further transforming construction project management?

Looking ahead, technologies such as AI, predictive analytics, and automation are likely to have the biggest impact when they reduce manual follow-up and help teams act earlier. Their value, however, depends on having structured, consistent project data, which is another reason execution discipline and standardised templates are so foundational. This is becoming even more relevant in the UAE, where the national UAE Strategy for Artificial Intelligence 2031 is aimed at boosting government performance and embedding AI across priority sectors, while Dubai’s Economic Agenda D33 seeks to raise productivity by 50% through digital transformation and innovation.

If inspections, defects, non-conformances, constraints, and approvals are recorded consistently, analytics can identify patterns such as recurring defects by trade, bottlenecks in approval cycles, or increasing safety observations in specific zones. These predictive insights allow teams to intervene earlier, before delays or rework begin to escalate.

Automation can further improve project management by routing approvals to the right roles, escalating overdue inspections, generating reports from structured records, and triggering corrective actions based on inspection outcomes. This reduces administrative overhead and improves consistency without asking teams to do more.

The ability to quickly find the right record when it is needed is a common challenge. AI can help teams locate RFIs, approvals, and inspection records for a specific location, summarise change history, and highlight what is open versus closed. This supports faster decision-making and reduces ambiguity across stakeholders.

The key point is that AI accelerates teams that already have disciplined workflows and reliable data. Without that foundation, its value remains limited.

In this sense, digital transformation is reshaping construction execution in Dubai by strengthening clear approvals, verified inspections, controlled change, and traceable records linked to objective evidence. The Construction Site Templates Playbook was developed to help teams standardise these control points and apply them consistently, so projects can reduce ambiguity, improve compliance confidence, and deliver with greater predictability across construction and real estate portfolios.

Nothing, has launched the Phone (4a) in the UAE and Saudi Arabia, marking a major leap forward for its smartphone lineup. Nothing has also announced the launch of the Headphone (a), a playful addition to its over-ear audio lineup, designed for a generation that requires tech products that look, sound and feel different.

The new Phone (4a) redefines the mid-range segment, blending refined premium design, bold colour options, flagship-grade cameras with an advanced periscope telephoto lens, and powerful Snapdragon performance. Built on the latest Nothing OS, it reflects the technical warmth of Nothing’s hardware design while delivering a fast, fluid, and highly personal user experience.

The Middle East smartphone market grew 13% in 2025, with the UAE recording 13% year-on-year growth, driven by strong consumer demand for capable mid-tier devices and a wave of high-profile product launches supported by the region’s leading retail partners. With upgrade cycles accelerating and consumers increasingly seeking flagship-grade features at accessible price points, the Phone (4a) makes for the perfect choice.

The launch of Nothing’s Phone (4a) builds on the momentum of the Nothing Headphone (a) available across the UAE now and in Saudi Arabia from 18 March 2026, priced at AED 599/SAR 699. The Headphone (a) comes in four bold colour options; Pink, Yellow, White and Black and is packed with new features including an industry-leading five day battery life on a single charge.

“We’ve been incredibly encouraged by the global response to the Phone (4a) and the positive feedback,” said Rishi Kishor Gupta, Regional Director for Middle East and Africa at Nothing. “Following record-breaking Day-1 sales in India we’re very excited to continue that momentum in the Middle East. With Eid approaching, the Phone (4a), especially when paired with the new Headphone (a), makes for a thoughtful gift at an accessible price.”

The Phone (4a) is available in black, white, blue, and pink in three configurations across the UAE via key retail partners including Amazon, noon, Jumbo Electronics, and Sharaf DG.

• 8+128 GB – AED 1,199 / SAR 1,399
• 8+256 GB –  AED 1,499 / SAR 1,599
• 12+256 GB – AED 1,599 / SAR 1,899.

The Phone (4a) will be available in black, white, blue and pink from 18 March 2026 in Saudi Arabia through leading retailers including noon, Amazon, Jarir Bookstore, Al Haddad Telecom, and STC, among others.

Product Specifications:

A Standout Design

The Phone (4a) evolves Nothing’s signature design, fusing human warmth with elite engineering.

Phone (4a)’s upper section of its transparent design highlights a central camera, red Recording Light, and the brand-new Glyph Bar, emphasising functionality, while the lower section reveals internal structures beneath transparent glass. Enhanced metal buttons, a reinforced camera bump, and a strengthened frame deliver greater durability, with IP64 protection and custom submersion support up to 25 cm for 20 minutes. Colour options reach new heights: transparent blue and a soft pink introduce warmth, subtlety, and individuality without compromising sophistication.

Masterful Photography

The Nothing Phone (4a) delivers a best-in-class camera system, featuring a 50MP 3.5x OIS periscope lens, a 50MP OIS main sensor, a versatile Sony ultra-wide, and a 32MP wide-angle selfie camera. Capture every detail from 0.6x to 70x zoom, from expansive landscapes to true-to-life portraits. Powered by the flagship TrueLens Engine 4, Phone (4a) brings cutting-edge computational photography with AI, including Ultra XDR photos co-developed with Google, enhancing highlights and shadows for natural contrast, now also supported in motion photos and directly shareable on Instagram. A fully reimagined camera experience includes expert-designed presets, finely adjustable professional settings, AI Photo Eraser to remove unwanted objects, and seven new Nothing watermarks for creative expression.

The Latest Snapdragon® 7 Series Platform

Powered by the latest Snapdragon® 7s Gen 4, the Phone (4a) offers 7% faster CPU and graphics, and 10% better power efficiency than its predecessor. Combined with LPDDR4x and UFS 3.1, it delivers significantly faster data speeds. Its AI performance is up to 92.5% faster than the Phone (2a), utilising the Snapdragon Neural Intellect and 6th-gen Qualcomm® AI Engine. Gamers benefit from smooth performance, with BGMI running at 120 Hz and PUBG at 90 Hz.

The Evolution of the Glyph Interface

The Nothing Glyph Interface is more than just lights; it’s a functional and playful visual language that is designed to reduce distraction and avoid you having to turn your phone over:

The Nothing Phone (4a) introduces a refined Glyph Bar with 63 mini-LEDs in 7 square light zones, each square precisely controlled for pure, uniform illumination up to 3500 nits, 40% brighter than theGlyph Interface on Phone (3a). Leveraging three patented technologies, including dual-colour injection-moulded lampshades, the design ensures zero light leakage, no yellow edges, and smooth diffusion, keeping notifications clear even in bright sunlight. The Glyph Bar can also double as a gentle fill light for photos or videos. Smarter notifications come to life with progress-based cues for calls, messages, charging, timers, and more. Custom light sequences for contacts and notifications, paired with Nothing’s signature sounds, turn essential alerts into expressive, playful patterns—all while reducing screen distractions.

Nothing OS

Nothing OS is calm, intentional and genuinely helpful. It looks beautiful without being loud, moves fast without feeling rushed, and adapts to you without adding effort.

Nothing OS 4.1, based on Android 16, delivers a cleaner, more intuitive interface with redesigned icons, a refreshed lock screen, and a deeper dark mode. Multitasking is easier with floating apps and resizable Quick Settings, while widgets are more flexible than ever. The AI Dashboard gives precise control over AI features, under-the-hood optimisations make the system smoother and faster, and camera and gallery apps are enhanced. Customisation now includes hiding apps and creating lightweight widgets via the Playground, helping you stay productive, creative, and in control every day.

NOS 4.1 introduces a more vibrant, customisable lock screen, two relaxation-focused widgets, upgraded Live Notifications across the screens and Glyph Interface. Polished animations, and faster app launches make every swipe and interaction effortless and highly intuitive. NOS 4.1 builds on Nothing OS 4.0 with a smarter, smoother, and more personal experience that keeps you informed, relaxed, and fully in control.

3 years of Android updates and 6 years of security patches.

Nothing AI makes life simple, organised, and inspired.

Nothing’s Essential AI tools streamline daily life: Essential Search provides instant, multi-app access to information with a keyword. Essential Memory personalises results based on your activity and saved Memories. Furthermore, the Playground allows users to build and share their own no-code Essential Apps on the home screen, using AI to bring ideas to life. Nothing AI makes your phone smarter, more personal, and infinitely intuitive.

For the first time on the Phone (4a), Essential Space supports cloud access, enabling seamless cross-platform use across phones, desktops, laptops, and more.

A Flagship Display

The Nothing Phone (4a) features a 6.78″ AMOLED display with 1.5K resolution (1224 × 2720) and 440 PPI, delivering exceptional detail across every inch. With peak brightness of 4500 nits (HDR) and 1600 nits (HMB), content remains clear even under direct sunlight, while Ultra HDR photos and videos shine with brilliant highlights and deep AMOLED blacks. A 120 Hz adaptive refresh rate and 2500 Hz touch sampling ensure smooth interactions and instant responsiveness, while 2160 Hz PWM dimming reduces eye strain. The screen is protected by Corning Gorilla Glass 7i, twice as scratch-resistant as previous-generation cover glass, and survives a 1-meter drop, letting users place the phone face down without worry and fully enjoy the transparent design and Glyph Bar.

Listen, Watch, Create, and Play

The Nothing Phone (4a) is powered by a 5080 mAh battery, supporting up to 17 hours of mixed use for music, video, gaming, and messaging. Rapid 50W Fast Charging refills the battery to 60% in just 30 minutes—nearly 10% faster than the previous Phone (2a) Series. Advanced battery health management ensures over 90% capacity retention after 1,200 charge cycles, equivalent to more than three years of daily charging.

Lowest Carbon Footprint Yet

The Nothing Phone (4a) sets a new benchmark for sustainable manufacturing, with a carbon footprint of 51.13 kg CO₂e, the lowest ever for a Nothing device. 30 components use recycled materials, including 30% recycled plastic, 100% recycled aluminium and tin, and 80% recycled steel. Over 99% of the packaging is plastic-free, and the final assembly process uses 100% renewable energy.

When did you last see geopolitical risk appear as a named line item in your technology governance framework?” This question — posed by Subrato Basu to technology leaders across industries and geographies, and echoed in the conversations Srijith KN has tracked across the CXO community — increasingly divides its audience into two groups. The gap between them is widening, and it reveals a deeper shift: geopolitics is no longer external to technology strategy. It is now one of its defining forces.

The first group — still the majority — treats geopolitical risk as someone else’s problem. It belongs, they assume, to risk officers, government affairs teams, or the audit committee. Technology is their domain; geopolitics is noise in the background. The second group has understood something that the first has not: the boundary between geopolitical risk and technology risk no longer meaningfully exists.

This article is written for both. For the first group, it is a wake-up call — offered in the hope that it arrives before an incident makes the argument more forcibly. For the second, it is an attempt to sharpen a framework and ground it in the operational realities that boards and CXOs are navigating right now. The central argument is this: geopolitical volatility has become a direct, structural input into enterprise technology strategy. Organizations that govern for it with the rigor applied to financial or regulatory risk will be measurably more resilient, more competitive, and more trusted than those that do not.

“Geopolitical volatility is no longer background noise for technology leaders. It is a direct input variable into technology strategy, and the boards that do not govern for it are operating with a critical blind spot.“

The Assumption That Built Our Governance Frameworks Is Broken

For most of the past two decades, a workable assumption underpinned how organisations sourced, deployed, and governed technology: that the global technology ecosystem was broadly open, commercially-driven, and largely apolitical. Hardware vendors competed on specification. Cloud providers competed on price and performance. Procurement teams evaluated suppliers on technical merit. Geopolitical considerations were, at most, a due diligence footnote.

That assumption has been systematically dismantled. The deliberate weaponisation of technology — through trade restrictions, regulatory controls extended beyond national borders, state-sponsored cyber operations, and the calculated use of supply chain access as an instrument of strategic leverage — has fundamentally altered the risk calculus for any enterprise that depends on globally sourced technology infrastructure. What was once a commercially neutral procurement decision is now, in many cases, a geopolitical exposure.

This is not a temporary disruption that will normalise once a particular set of tensions eases. It reflects a durable structural shift in how major powers compete, and in how that competition is increasingly waged through, and against, the technology layer of the global economy. For enterprises operating in markets defined by proximity to active geopolitical fault lines — whether those fault lines are geographic, commercial, or digital — the consequences are not theoretical. They are already reaching enterprise cloud contracts, hardware procurement pipelines, and security operations. From our respective vantage points — practitioner and editorial — the pattern is unambiguous.

“What was once a commercially neutral procurement decision is now, in many cases, a geopolitical exposure. Governance frameworks designed for a different era are systematically unfit for this one.“

Five Fault Lines Running Through the Enterprise Technology Stack

When we map the pathways through which geopolitical volatility translates into technology operational risk, five pressure points emerge with consistency across sectors and geographies. We offer them not as a comprehensive risk register — every organisation’s exposure profile will differ by market, sector, and architecture — but as a diagnostic lens for board and CXO discussion.

a) The Cloud Compliance Trap

The hyperscalers that power the majority of enterprise digital infrastructure operate under regulatory frameworks whose reach extends well beyond their home jurisdictions. Technology access controls and compliance obligations do not stop at national borders. Enterprises with commercial relationships, supply chain connections, or infrastructure footprints that intersect with restricted or conflict-adjacent jurisdictions can find themselves subject to service reviews, contract amendments, or capability restrictions — sometimes with limited notice, and often as a downstream consequence of their vendor’s own compliance posture rather than anything the enterprise has done directly.

The trap is that this exposure is rarely visible until it activates. It can emerge through indirect supply chain adjacency, shared infrastructure configurations, or compliance flags several steps removed from the enterprise’s own operations. CIOs who have mapped their cloud footprint against potential regulatory jurisdiction risk — proactively, not reactively — hold a material governance advantage. Understanding which workloads reside on infrastructure subject to extended regulatory reach is not optional hygiene. It is foundational governance.

b) The Cyber Threat Multiplier

A consistent and well-documented pattern has been established across multiple cycles of geopolitical escalation, recorded in threat intelligence reports published by recognised international cybersecurity research organisations and government security agencies: periods of elevated inter-state tension correlate with increased state-linked cyber activity targeting financial institutions, critical infrastructure, and government-adjacent enterprises in proximate markets. This is not the authors’ independent assertion. It is an observable, documented, and reproducible pattern in the publicly available record.

The structural implication for technology leaders is clear: the cyber threat environment in markets proximate to active geopolitical fault lines is durably more elevated than in geopolitically stable ones, and that elevation intensifies when political temperature rises. The attack surface has expanded materially through the convergence of information and operational technology, the proliferation of AI-integrated workflows, and the broad adoption of connected devices. CISOs who construct their security posture reactively, in response to incidents rather than in anticipation of structural threat conditions, have fundamentally misread the governance mandate their environment demands.

c) The Supply Chain Blind Spot

Most enterprises maintain reasonable visibility into their software supply chains. Very few have equivalent clarity on the geopolitical exposure embedded in their hardware supply chains. Semiconductors, networking equipment, and industrial technology components originate from supply chains subject to trade restrictions and regulatory controls that can translate, under escalatory conditions, into sudden procurement constraints, extended lead times, or mandatory certification requirements creating material operational bottlenecks.

The organizations most exposed are those in active digital transformation or major infrastructure refresh cycles that have never stress-tested their procurement pipeline against a scenario in which specific hardware categories become unexpectedly constrained. The board-level question is not whether this will happen. It is whether, if it did, the organization would have ninety days of operational runway or ninety hours.

d)The Vendor Dependency Risk

Multi-year enterprise software commitments — ERP platforms, data infrastructure, security tooling, AI platforms — are made on the assumption of uninterrupted service from vendors operating in predictable regulatory environments. The regulatory obligations carried by enterprise software vendors headquartered across major technology jurisdictions can, under specific and not implausible circumstances, translate into licence amendments, capability restrictions, or service reviews with limited contractual notice. This risk is amplified, and actively expanding, for software incorporating AI capabilities as those capabilities attract increasing regulatory attention across multiple jurisdictions simultaneously.

Boards approving these investments are, in our view, frequently not receiving the full picture of vendor jurisdiction exposure. Requiring legal and technology leadership to jointly assess this exposure before committing to multi-year agreements is not procedural excess. In the current environment, it is a core fiduciary responsibility.

e) The Talent Dimension

The talent dimension of geopolitical risk is consistently the least visible and the most underestimated. Technology-intensive organisations in dynamic markets draw on internationally mobile specialist talent pools. Sustained geopolitical instability affects those pools in ways that are difficult to predict and slow to reverse: senior professionals reconsider relocation decisions, acquisition pipelines for specialist roles — particularly cybersecurity engineering, AI architecture, and regulatory compliance — tighten, and workforce continuity in critical functions comes under pressure at precisely the moment when those functions matter most.

Resilience against this risk requires proactive investment in local talent pipelines, structured knowledge transfer protocols for critical technology functions, and a workforce continuity discipline that treats geopolitical scenarios as first-class planning variables — not as footnotes in the HR risk register.

“The technologies most exposed to geopolitical disruption are simultaneously the most powerful instruments available to build resilience against it.“

CARIVA is positioned as a tech-enabled, transparent platform for used car sales. What gap in the UAE automotive ecosystem did you see that inspired you to launch CARIVA?

The UAE is a very competitive market for used cars, yet there is still a wide gap between customer expectations and the actual services available. When people buy a pre-owned car today, the first thought that often crosses their mind is, “Am I taking a risk?” This question reflects a deep concern about trust. Buyers want to know if the car is in good condition, whether it has been in an accident, if it was serviced at authorized centers, whether the odometer has been tampered with, and how many people have driven it before.

We realized that answering these questions honestly and transparently could transform the customer experience. That is how Cariva came into existence. We are not just selling cars, we are giving customers peace of mind. At Cariva, we share everything about the car openly, from its service history to accident records. Each vehicle undergoes a full inspection at a government-authorized center before a buyer makes any decision. By doing this, we flip the customer’s question from “Am I taking a risk?” to “Am I protected?” We’re not just filling a gap – we’re disrupting an entire ecosystem that has operated on opacity for too long.

CARIVA has been described as “built from the ground up” — from ideation to execution. What was the most challenging stage of bringing this venture to life?

When you are working on an idea, everything looks straightforward on paper. The reality of execution is very different. Challenges appear at every stage, and the most difficult part for us was identifying exactly what the customer wanted and where the gap existed between expectations and reality. We realized we weren’t just building another used car platform – we were disrupting decades of industry practices that prioritized profit over customer protection.

We found that many businesses in this space focus on what they want to sell rather than what customers are looking for. Our challenge was to design solutions that addressed customer needs directly. This required listening carefully to buyers, understanding their pain points, and rethinking how used cars are presented and sold. The result is a model that fills the trust gap and delivers what customers truly expect, not just what the industry is accustomed to offering.

The UAE already has established players in the used car space. How does CARIVA differentiate itself in terms of customer experience, trust, and transparency?

Used cars are now outpacing new car sales worldwide, and the UAE is no exception. Buyers are drawn to affordability, but what they value just as much is transparency and trust. This is where Cariva stands apart.

We are not in the business of simply selling a car. We provide a mobility solution that is backed by confidence and honesty. Every customer receives a detailed inspection report that includes even the smallest imperfections a car may have due to age. We also provide a complete service history, which is something customers often struggle to access elsewhere.

Most importantly, every car is backed by an original manufacturer warranty, not just a generic third-party plan. For buyers, this approach translates into confidence, flexibility, and control. They are not just making a purchase, they are making an informed decision that they can feel good about for years to come. Beyond transparency, we offer choice. With over 100+ models available from various makes, ranging from budget-friendly options to premium vehicles, Cariva ensures every customer finds exactly what they’re looking for, regardless of their budget or lifestyle preferences.

You’ve previously mentioned blending data and emotion in brand building. How does this philosophy reflect in CARIVA’s business model and customer journey?

I strongly believe in data-driven decision-making, but I also recognize that data alone cannot create meaningful connections. When combined with emotional intelligence, data becomes a powerful tool for shaping customer experiences.

Before we built Cariva, we carried out extensive market research to understand the size of the opportunity, customer needs, and pain points from past purchase experiences. The insights we uncovered were eye-opening and helped us shape the concept of Cariva in a way that directly responds to customer realities.

We also understand that every customer is unique. A car is not just a vehicle; it often reflects a buyer’s lifestyle and personality. At Cariva, we support customers at every step of their journey, from selecting the right car to arranging financing, insurance, and registration. By combining data with empathy, we are able to deliver a holistic mobility solution that respects both rational needs and emotional aspirations, making car ownership seamless from day one.

Consumer trust has always been a sticking point in the used car market. How does CARIVA ensure quality assurance in inspections, certifications, and after-sales support?

Trust is the foundation of Cariva. For too long, the lack of transparency in the UAE’s used car industry has left buyers second-guessing their purchase. We are addressing this by building trust into every stage of the process.

Each vehicle goes through a comprehensive multi-point inspection that covers the engine, chassis, transmission, gearbox, and safety systems. Cars are certified at authorized centers, and this provides customers with verified quality. We also offer manufacturer-backed warranties that remove uncertainty about hidden issues. These aren’t generic third-party warranties – they’re OEM warranties backed by authorized agencies, the same coverage you’d get with a new car purchase.

On top of this, we introduced a global-first initiative called “Drive Now, Buy Later.” This gives customers up to four weeks to take the car home, use it in their daily life, and only make the purchase once they are completely confident. Finally, our after-sales support includes service partnerships and a dedicated customer care line, ensuring peace of mind long after the car has been purchased.

By addressing every concern head-on, Cariva has created a new benchmark for trust in the pre-owned market.

With more millennials and Gen Z buyers entering the car market, do you notice a shift in how they approach buying used cars compared to traditional buyers?

Yes, there has been a significant shift. Millennials and Gen Z buyers think very differently about mobility. They are digital-first, which means they do most of their research online before they ever step into a showroom. They want transparency, easy access to information, and digital tools that help them make better decisions.

They also value experience over ownership. Many of them prefer to try before buying, which is why our Drive Now, Buy Later program has resonated so strongly. At the same time, they are far more conscious of sustainability and value. For them, pre-owned cars are not only cost-effective but also a more environmentally responsible choice compared to buying new.

Cariva is designed with these shifts in mind. Our platform is digital, transparent, and flexible, which makes it perfectly aligned with the expectations of this new generation of buyers. Whether they’re looking for their first budget-friendly car or upgrading to a premium model, our diverse inventory caters to every financial bracket without compromising on quality or trust.

The UAE used car market is experiencing strong growth, driven by rising demand for affordable mobility and certified pre-owned cars. How do you see this market evolving in the next 3–5 years?

The UAE used car market is undergoing a major transformation. It is moving away from fragmented, informal sales toward a structured and customer-focused ecosystem.

Over the next three to five years, certified pre-owned cars will become the standard rather than the exception. We will also see the digitization of the entire buying journey, from virtual car tours to online financing and even doorstep delivery. In addition, value-added services such as extended warranties, flexible return policies, and bundled insurance will become key factors in customer decision-making.

Cariva is already ahead of this curve. By offering certification, flexible ownership models, warranties, and digital convenience all under one roof, we are not just keeping pace with the market but shaping its future direction.

With the UAE accelerating its shift towards electric mobility, what opportunities do you see emerging in the pre-owned EV market, and how is CARIVA preparing to tap into this space?

Electric vehicles are central to the UAE’s sustainability vision, and with that comes a huge opportunity in the pre-owned EV market. Today, many customers are hesitant because of concerns about battery life, resale value, and the lack of proper certification standards.

Cariva is preparing to address these gaps head-on. We are partnering with specialized diagnostic providers to certify battery health and performance. We are developing EV-specific warranties and buyback programs that give customers confidence in their purchase. At the same time, we are creating awareness campaigns to educate buyers about the long-term cost savings and environmental benefits of EV ownership.

By building these solutions early, Cariva is positioning itself as a trusted pioneer in pre-owned electric mobility, fully aligned with the UAE’s national sustainability agenda.

A quick reality check on market size so we’re not drinking our own Kool-Aid: the global AI market in 2025 is roughly $300–$400B, depending on scope (software vs. software + services + hardware). Reasonable consensus ranges put 2030 at ~$0.8–$1.6T. In other words, still early—but already too big to treat as a side project.

ASUS: PUT AI ON THE ENDPOINT—AND MAKE IT GOVERNABLE

ASUS’s enterprise stance is disarmingly practical. As Mohit Bector, Commercial Head (UAE & GCC) at ASUS Business, framed it, the fastest way to make AI useful is to put it where the work happens (the endpoint) and to make it governable. Concretely, that means:

• NPUs for on-device inference (privacy, latency, battery life).
• Manageability (fleet policy, remote control, security posture you can actually audit).
• Longevity (multi-year BIOS/driver support) so IT can set an AI-ready baseline and keep it stable.

ASUS thinks about the modern workplace as an Enter → Analyse → Decide loop, this is where the workday actually speeds up—quietly, relentlessly, at the endpoint:

• Enter: the device captures signals—voice, docs, screens, forms, sensors.
• Analyse: retrieval-augmented reasoning + analytics produce options, risks, and rationales.
• Decide: humans choose; agents act—raise tickets, update ERP/CRM—with audit trails.

It isn’t about one blockbuster use case. It’s about standardizing the canvas, so small wins compound every week.

INTEL: FROM SLOGAN TO STACK (AND WHY THE AI PC MATTERS)

Intel’s deck made the “every company will be an AI company” claim implementable. Four slide-level words—Open, Innovative, Efficient, Secure—double as a buyer checklist:

• Open: less cost, no lock-in. The same models should move across CPU/GPU/NPU and PC → Edge → Datacentre/Cloud without rewrites.
• Innovation: treat AI PCs with NPUs, edge systems, and cloud clusters as one continuum.
• Efficient: lead on performance per dollar and per watt; energy and cost are first-class design goals.
• Secure: your data and your models are IP; run locally when you should, govern tightly when you don’t.

A “Power of Intel Inside” platform slide stitched this together:

• AI software & services: OpenVINO as the portability layer to convert/optimize/run models across heterogeneous silicon.
• AI PC: always-on, private inference for day-to-day assistants.
• Edge AI: near-machine intelligence for vision and time-series use cases.
• Datacentre & cloud AI: scale-out training/heavy inference (fraud graphs, multimodal analytics, enterprise RAG).
• AI networking: the fabric that keeps it all moving—securely.

Why the fuss about the AI PC? Because it’s the next enterprise inflection after Windows and Wi-Fi. Slides mapped tangible outcomes:

• Productivity: faster info-find, auto-drafts, note-taking.
• Communication: translation, live captioning, dictation, transcription.
• Collaboration: smart framing, background removal, eye tracking, noise suppression—without pegging the CPU.
• IT operations: endpoint anomaly detection, VDI super-resolution, remote screen/data removal.
• Security: client-side deepfake detection, anti-phishing, ransomware flags.

Under the hood, Intel’s definition is a division of labour: CPU for responsiveness and orchestration, GPU for high-throughput math/creation, NPU for low-power sustained inference—the always-on stuff that makes assistants truly useful. Add vPro + Core Ultra and you get the fleet controls and long-term stability IT actually needs.

One more practical bit I liked: Intel AI Assistant Builder—a portal to stand up local assistants/agents (with RAG) that can run on the PC fleet first, shrinking time-to-value from months to days/weeks and letting you prove the full E-A-D loop before you scale heavier jobs to edge/cloud.

When the “100M AI PCs by 2026” slide hit the screen, heads tilted from curiosity to calculation. The figures—bullish vendor projections (~100M by 2026; ~80% AI-capable by 2028)—invite a haircut, but the signal is unmistakable: endpoint AI is becoming the default.

WHAT THE PANELLISTS REALLY TAUGHT US

RAKEZ (Free Trade Zone)

Posture: Execution-first. Make AI practical on the shop floor and trustworthy in the back office—governed from day one.

What they drive:

• Diagnostics (OEE baselines, defect maps) + data-readiness scans (MES/ERP) so pilots don’t stall.
• Reference lines/sandboxes where vendors prove accuracy, safety, throughput before purchase.
• Template playbooks: CV-QC, predictive maintenance, warehouse vision, invoice extraction/3-way match—each with SOPs, KPIs, integration steps.
• Curated vendors + shared services (labelling, model hosting/monitoring, SOC for AI) to reduce MSME cost/complexity.

MSMEs: “Bookkeeping-in-a-box” to clean ledgers and free cash; pre-negotiated PoC packs (fixed price/timeline, acceptance metrics); compliance starter kit (consent, retention, safety, escalation).

Enterprises: Multi-site rollout playbooks, edge + cloud reference architectures (identity-aware RAG, policy-constrained agents), and assurance artifacts (model cards, change control, audit trails).

Outcome lens: OEE ↑, FPY ↑/DPMO ↓, MTBF ↑/MTTR ↓, faster close cycles, fewer incidents—AI that moves the P&L and passes audit.

Note – FPY — First Pass Yield; OEE — Overall Equipment Effectiveness; DPMO — Defects Per Million Opportunities; MTBF — Mean Time Between Failures (repairable systems); MTTR — Mean Time To Repair

Oracle (Consulting / Applications cloud)

Posture: AI belongs inside the workflows where finance, HR, supply chain, and service teams live. Expect talk tracks like: ground answers in your own records (RAG with policy), instrument before/after outcomes, and treat AI features as part of ERP/HCM/CX—not a sidecar chatbot. The ask from buyers: prove the Enter → Analyse → Decide gains in real workflows (FP&A forecasting lift, supplier risk scoring, HR talent match quality).

Zurich Insurance (BFSI)
Posture: AI as a force for good, scaled with governance. Think hundreds of use cases: claims triage, fraud/anomaly detection, internal knowledge bots—human-in-the-loop where stakes are high, and IoT-style prevention to reward good behaviour. The key is measurement: fewer false positives, shorter cycle times, clearer audit trails—and elevated roles, not replaced ones.

Group-IB (Cyber / Threat Intel)

Posture: AI to defend—and defend against AI. SOC copilots that summarize and enrich alerts, deepfake/phishing detection, behaviour analytics across identities and endpoints, and the emerging discipline of security of AI (prompt-injection defences, LLM gatewaying, data loss controls for AI apps). If you’re rolling out agents, involve your security team early.

Dhruva Consultants (Tax Tech Transformation)

Posture: RegTech + AI to reduce compliance cost and risk. Document AI to normalize invoices/contracts, anomaly detection for mismatches and fraud flags, and a pragmatic “bookkeeping-in-a-box” on-ramp for MSMEs. Non-negotiables: auditability, versioning, segregation of duties for anything that touches filings.

Prime Group (Labs/Certification)

Posture: Risk-scored processes—every lab step tagged with expected outputs, data access, and fallbacks. Near-term wins: smarter scheduling and test selection; long-term horizon: a Mars-ready lab by 2050 aligned with the UAE’s space ambitions. It’s operational excellence today, exploration mindset tomorrow.

Education (Heriot-Watt University, Dubai)

Posture: candid and useful: human-led pedagogy; AI-assisted admin and decision support. HWU brings talent pipelines (AI/Data Science programs), translational research, and applied robotics capacity (think Robotarium-style ecosystems). This is the repeatable talent + research engine enterprises can plug into—capstones, CPD, joint R&D—that shortens the path from idea to pilot.

WHY UAE HAS A STRUCTURAL ADVANTAGE: RAKEZ × HWU

Local context matters. RAKEZ (Ras Al Khaimah Economic Zone) is more than a location; it’s an adoption on-ramp aligned with MoIAT’s Industry 4.0 programs (ITTI/Transform 4.0). Translation: factories—especially MSMEs—get real help to deploy vision-led quality, OEE analytics, and worker-safety use cases, with policy scaffolding and incentives attached.

Pair that with Heriot-Watt University as a talent/research flywheel and you have a short, well-lit path from concept to production: execution zone + skills engine. That’s a genuine regional edge.

SUMMARY

Techsphere’s most important contribution wasn’t a prediction; it was a design pattern. ASUS gives you the enterprise substrate (AI-ready endpoints you can actually govern). Intel gives you the principles and plumbing (OpenVINO portability; CPU/GPU/NPU continuum; PC → Edge → Cloud). The panellists supplied proof patterns across industries. And the UAE context—RAKEZ for execution, HWU for talent/research—shortens the distance from idea to impact.

If “every company will be an AI company,” the winners won’t be the first to demo—they’ll be the first to standardize. Start at the endpoint, insist on portability, manage a portfolio, and make the Enter → Analyse → Decide loop measurable. That’s how the slide turns into the balance sheet.

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• Glossary of Technical Acronyms
• OEE — Overall Equipment Effectiveness (measures manufacturing productivity: availability × performance × quality).
• FPY — First Pass Yield (percentage of units passing production without rework).
• DPMO — Defects Per Million Opportunities (defect rate in Six Sigma terms).
• MTBF — Mean Time Between Failures (average time between breakdowns of a repairable system).
• MTTR — Mean Time To Repair (average time to repair a failed component/system).
• AI / IT Terms
• NPU — Neural Processing Unit (specialized chip for AI inference, optimized for low-power sustained workloads).
• CPU — Central Processing Unit (general-purpose processor for orchestration, responsiveness).
• GPU — Graphics Processing Unit (parallel processor for high-throughput math and AI training/inference).
• RAG — Retrieval-Augmented Generation (technique where AI models query external knowledge bases before generating answers).
• ERP — Enterprise Resource Planning (integrated system for core business processes like finance, supply chain, manufacturing).
• MES — Manufacturing Execution System (software for monitoring and controlling production).
• VDI — Virtual Desktop Infrastructure (running desktop environments on centralized servers).
• SOC — Security Operations Center (hub for cybersecurity monitoring and response).
• IP — Intellectual Property (protected data, models, or designs).
• Industry & Enterprise Acronyms
• BFSI — Banking, Financial Services, and Insurance (industry vertical).
• FP&A — Financial Planning & Analysis (finance function for budgeting, forecasting, performance analysis).
• HCM — Human Capital Management (HR technology and processes).
• CX — Customer Experience (customer-facing processes and software).
• ITTI — Industrial Technology Transformation Index (UAE Ministry of Industry and Advanced Technology initiative under Industry 4.0).
  
  

The ASUS Techsphere Forum, organized by Integrator Media, brought together C-suite leaders from diverse industry verticals to explore how evolving hardware standards are shaping the future of work. The event highlighted the growing role of AI-enabled PCs, showing how advancements in endpoint hardware can directly support business needs. By balancing industry-specific requirements with insights on hardware innovation, the forum offered executives a clear view of how these technologies can enhance productivity and deliver measurable value across the wider business community.