State-backed venture capital allocations, a robust GDP, and advanced digital infrastructure are combining to transform Qatar into a regional launchpad for foreign and domestic technology ventures, according to a Qatari entrepreneur. The expansion of government capital initiatives has gathered speed over the past two years, marked by a $1bn fund-to-fund allocation that was subsequently expanded by an additional $2bn to bring total state funding to $3bn, Mohamed al-Delaimi, managing partner of SkipCash, told Gulf Times in an exclusive interview. Al-Delaimi noted that the significant capital injection announced by HE the Prime Minister Sheikh Mohammed bin Abdulrahman bin Jassim al-Thani in 2024 and in 2026, respectively, during Web Summit Qatar, signals the state’s intent to attract international talent while establishing homegrown technology solutions. “This clearly indicates that Qatar is actively seeking to draw in skilled professionals and innovative talent from around the world. The country aims to foster an environment conducive to the development and integration of cutting-edge technologies, which can be cultivated and established within its borders. By doing so, Qatar hopes to enhance its global standing in various industries and create a vibrant ecosystem for growth and collaboration,” al-Delaimi explained. Al-Delaimi pointed out that Qatar’s macroeconomic profile offers distinct advantages for emerging technology ventures when compared to peer markets across the Gulf Cooperation Council (GCC). “Qatar’s ecosystem is unique from other GCC countries because of its high GDP, well-established infrastructure, and a diversified government income base,” al-Delaimi noted. According to al-Delaimi, the country’s capacity to enact target legislation and coordinate complex national projects was demonstrated during its hosting of the 2022 FIFA World Cup, establishing an operational precedent for large-scale economic initiatives. “The World Cup is a clear sign of how Qatar is willing to put its laws and regulations to establish such a milestone and achievement for the country,” al-Delaimi pointed out. Looking ahead over the next three to five years, al-Delaimi said additional state-led initiatives are expected to consolidate Qatar’s position as an innovation base for companies targeting broader regional markets. “I believe in the coming three to five years we will see even more initiatives coming from the government which will push the transformation of Qatar as a hub, not only for technology but also for new advancement, making the country a launchpad to the region and beyond,” al-Delaimi said. He added that the domestic market is increasingly structured to allow entrepreneurs to build and test applications locally before scaling into the wider GCC and MENA regions.

Hamad International Airport (HIA) affirmed its full readiness yesterday to handle a rising tide of inbound passengers this August, pledging a smooth, comfortable and dignified arrival experience for every traveller passing through Qatar’s gateway to the world. The assurance comes as Doha absorbs the annual homecoming wave that follows the summer holiday season, with families returning and students preparing for the new academic year — one of the busiest arrival periods on the airport’s calendar. In a statement, the airport set out a package of guidelines designed to smooth arrival procedures and put passengers at ease, stressing that its staff are on hand around the clock to support travellers and their families from the moment the aircraft doors open to the moment they leave the terminal. The guidance covers families travelling with young children, arrangements for those coming to meet arriving passengers, onward transport by ride-hailing services, taxis, buses and the Doha Metro, car rental, and baggage collection. Behind the operational detail lies an institution that has become one of the most admired in global aviation. HIA has been ranked among the finest airports in the world for much of the past decade, taking the Skytrax World’s Best Airport title in 2024 and standing as runner-up in 2025, having also carried the crown earlier in the decade. Its terminal complex, the hub of Qatar Airways, is widely described as among the most architecturally significant and luxurious anywhere in the world. Successive expansions have lifted annual capacity well beyond 65mn passengers, adding the tropical Orchard garden at the heart of the concourses, expanded lounges and one of the world’s most decorated airport retail and dining offerings — an infrastructure built for scale but calibrated, as this week’s guidance underlines, around the individual passenger.

One year after entering Qatar’s highly competitive food-delivery market, Keeta is looking to build on its initial momentum by strengthening relationships with customers, merchants, logistics partners and regulators, while exploring new opportunities in the country’s growing on-demand economy. The Chinese food-delivery platform, which launched in Qatar in August 2025 following just three months of preparation, has signed up more than 6,000 merchants during its first year, according to Jane Liu, General Manager of Keeta Qatar. She described the first year as “challenging but rewarding”, marked by remarkable momentum, efforts to understand local consumer preferences and a continued focus on improving delivery speeds and customer experience. Speaking to Gulf Times on the occasion of Keeta Qatar’s first anniversary, Liu said the company’s priority in its second year would be to deepen its engagement with all stakeholders and further adapt its operations to the local market.Excerpts: Q: Looking back on Keeta Qatar’s first year, how would you describe the journey so far? What have been the biggest milestones since the launch? A: The first year has been extremely fast-paced. We had only about three months to prepare before the launch. I arrived in Qatar in May last year to establish the team, and we launched in August. So, it was very challenging to enter a new market within such a short period.The year has been challenging but also very rewarding. Some of the key milestones include signing up more than 6,000 merchants and continuously improving delivery speeds and the overall customer experience. Reaching a significant customer base has also been a major achievement. These moments have made our first year particularly rewarding. Q: What were the biggest challenges Keeta faced when entering the Qatar market, and how did the team overcome them? A: The main challenge was that Qatar was a new market for us. Although food delivery is a business model we are very familiar with, we needed to understand the local customer base — their tastes, preferences and expectations. We also had to understand which restaurants were popular and which merchants we should partner with. There were other stakeholders to understand as well, including third-party logistics partners and regulators. How they viewed us and what they expected from us were also new to us.We overcame these challenges by being very hands-on and grounded in the market. We built a large team on the ground to understand how the market works. We divided the city into different areas and had our teams speak directly with merchants to understand their needs and pain points. We also continue to conduct customer interviews every week to gather feedback and understand how we can improve. At the same time, we maintain regular communication with regulators to understand how they want us to contribute to the local market. We have spent a lot of time understanding Qatar and using those insights to shape our business. Q: Qatar has a highly competitive food-delivery market. What do you believe has helped Keeta differentiate itself and establish a strong presence within its first year? A: Food delivery is not new to Qatar, and there are very established and respected players in the market. Ultimately, customers choose a platform based on fundamental factors such as service, price and reliability.As a new entrant, we may not initially have had the same depth of local market understanding as established players. However, we have a very strong technology capability at our headquarters, which helps us optimise operations and improve efficiency. Food delivery is a relatively low-margin business, so efficiency plays a very important role. Greater efficiency creates better cost structure, which ultimately enables us to deliver greater value to customers.Our technology — including our algorithms and dispatching systems — combined with the experience of our operations team, helps us improve efficiency. Ultimately, this allows us to differentiate ourselves through our cost structure and the value we provide to customers. Q: Delivery riders are central to the success of any delivery platform. What initiatives has Keeta introduced in Qatar to support the rider community and improve their experience? A: Our riders are a major part of the system and one of its key pillars. The Middle East is unique in that many delivery riders are expatriates who have come here to earn money and support their families back home. I personally find that very touching, and I also feel a strong responsibility towards their wellbeing. We are not here simply to benefit from their hard work; we also want to support them and do our best to ensure that they have a safe, healthy and rewarding working experience.We conduct safety training almost every week to ensure that our riders have the knowledge and equipment they need to operate safely. We also work with motorcycle club Batabit to provide more professional safety training. We understand that many riders are away from their families. I remember seeing a social media post featuring a delivery rider whose box carried a message saying, ‘Please keep your distance, my mother is waiting for me at home.’ It went viral, and it stayed with me because it was a simple reminder that at the heart of this industry are people, each with their own lives, families and stories. Recently, we rewarded one of our highest-performing riders with a ticket to fly back to Pakistan and reunite with his family. It was a small gesture, but one that meant a lot to us. Beyond such initiatives, we provide incentives and other support as well. We want our riders to feel proud of their work, and we are committed to ensuring they can do their jobs safely. Q: Beyond food delivery, do you see opportunities for Keeta to expand into other areas of on-demand delivery and local services in Qatar? A: Absolutely. I think it is a logical step for us to first build a strong on-demand delivery network and then expand into other verticals where there is a need for quick, on-demand services. Food is the first vertical we are exploring because it allows us to build the necessary foundation. In China, and also in other markets, we have seen opportunities in areas such as groceries and pharmacies. These are two major verticals that can potentially benefit from the on-demand infrastructure we have built.We are studying the Qatar market closely to understand the right timing and opportunities for launching such services. Q: What role does customer feedback play in shaping Keeta’s services in Qatar? Can you share an example of a feature or improvement introduced in response to local customer needs? A: We have had this mechanism in place since day one. Every week, our user growth team collects feedback through two main channels.The first is online feedback through the app. Selected customers receive surveys asking whether they would recommend Keeta to others and what they are most satisfied or dissatisfied with. The second is direct customer interviews. Our team speaks to around a dozen customers every week to understand their experiences and collect suggestions.For example, customers would tell us that they liked certain restaurants but that those restaurants were not available on Keeta. We would then pass that feedback to our merchant team, which would work to bring those restaurants onto the platform. Cash on delivery is another example. When we first launched, we did not offer COD. During our customer interviews, many people told us they did not have credit cards and needed a cash-on-delivery option. We introduced COD about four months after the launch in response to that feedback. Grocery delivery is another service customers have been asking about. This is the kind of positive feedback loop we want to maintain — listening to customers and using their feedback to improve the business. Q: As Keeta enters its second year in Qatar, what are the key priorities for the business? A: We are here for the long term. The first year was about launching the business, establishing ourselves and becoming relevant to the Qatar market.The next phase is about building stronger relationships with all the parties involved in our business — our customers, merchants, logistics partners and government regulators.Our goal is to continuously adjust our business model and operations so that we can contribute more effectively to the local economy while serving the needs of the Qatar market. Q: From your perspective as General Manager, what has been the most rewarding aspect of leading Keeta Qatar through its first year? A: One of the most rewarding aspects has been seeing our partners grow alongside us. Our merchants and logistics partners are extremely important to us, and we want to help them grow their businesses further.I believe the overall market will continue to grow over the next five years. Customer demand will evolve, new restaurants will emerge and people's tastes will continue to change. What I see for Keeta is a company that grows with the market and with its partners. We want to grow together with the increasingly diverse and demanding tastes of customers and continuously find better ways to serve them. Q: What interesting trends have you observed from Keeta's data during its first year in Qatar? A: Some of the trends we have observed have been fascinating. For example, one customer placed more than 1,000 orders on Keeta during our first year. We have been operating for around 300 days, meaning the customer placed more than three orders a day on average, which is quite remarkable. We have also seen a group of customers who have ordered from more than 250 different restaurants. That is something you might not normally expect, but it is very interesting to see how customers use the platform. We have also seen many new restaurants joining Keeta during their first year of operation. More than 1,200 restaurants that joined the platform were newly established businesses.Another interesting trend is the number of women entrepreneurs. We have more than 300 restaurants on the platform that are female-owned, including businesses owned by Qatari women.These are fascinating trends that the data allows us to observe. Customers may not always notice them, but the data gives us an insight into where the market is heading and how consumer behaviour is evolving.