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For the past two years, the dominant narrative about AI has been one of boundless possibility. Larger models, trillion-token training runs, and record-breaking capex (capital expenditure) cycles have reinforced a sense of uninterrupted acceleration. But technological change is rarely so straightforward, and this time is no exception. As AI moves from experimentation to real-world applications, the limits imposed by the physical world, capital markets, and political systems clearly matter more than its theoretical potential.The most immediate constraint is electricity. Nowhere is this more evident than in the US, where data-center power demand is expected to rise from roughly 35 gigawatts to 78GW by 2035. Northern Virginia, the world’s largest cloud-infrastructure cluster, has already effectively exhausted its available grid capacity. Utilities in Arizona, Georgia, and Ohio warn that new substations may take almost a decade to build. A single campus can require 300-500MW, enough to power an entire city. Silicon can be manufactured quickly; high-voltage transmission cannot.Markets are responding with the speed and ambition one would expect. Hyperscalers (the major tech firms building advanced AI models on the back of ever-greater computing capacity) have become among the world’s largest buyers of long-dated renewable energy. Private solar and wind farms are being built expressly to serve cloud facilities, and some firms are exploring next-generation small modular reactors as a way to bypass slower municipal infrastructure.These efforts will eventually expand the frontier of what is possible, but they do not eliminate the constraint so much as redirect it. The next wave of AI capacity will likely be concentrated not in Northern Virginia or Dublin, but in regions where land, power, and water remain abundant: the American Midwest, Scandinavia, parts of the Middle East, and western China. The geography of AI is being written by physics, not preference.Silicon is the next constraint, and here the story is becoming more complicated. While Nvidia once appeared to be the universal substrate beneath all AI development globally, that era is ending. In a significant milestone, Google trained its latest large language model, Gemini 3, entirely on its own Tensor Processing Units – and Amazon’s Trainium2, Microsoft’s Maia, and Meta’s MTIA chips are all being developed for similar purposes. Similarly, in China, Huawei’s Ascend platform has become the strategic backbone for domestic model training in the face of US export controls.Some of this shift reflects natural technological maturation. As workloads increase, specialised accelerators become more efficient than the general-purpose GPUs originally adapted for AI. But the timing is not accidental. Scarcity, geopolitical friction, and cost pressures have pushed hyperscalers to assume a role once reserved for semiconductor firms. Given that departing from Nvidia’s CUDA ecosystem carries enormous organisational costs, the growing willingness to incur it signals how severe the constraint has become. What will follow is a more fragmented hardware landscape, and with it, a more fragmented AI ecosystem. Once architectures diverge at the silicon level, they rarely reconverge.The third constraint, capital, operates in a more subtle way. Hyperscaler investment plans for 2026 now exceed $518bn, a figure that has risen by nearly two-thirds just in the past year. We are already witnessing the largest private-sector infrastructure buildout in modern history. Meta, Microsoft, and Google revise their capex guidance so frequently that analysts struggle to keep pace.Yet it is still early days for economic returns. Baidu recently reported CN¥2.6bn ($369mn) in AI-application-related revenue, driven largely by enterprise contracts and infrastructure subscriptions, and Tencent says it has lifted profitability through AI-enhanced efficiencies across its mature businesses. But in the US, most companies still bury their AI earnings within broader cloud categories.The gap between AI adoption and monetisation is wide but familiar. In past technological waves, infrastructure spending routinely preceded productivity gains by years. The constraint comes not from weak investor sentiment, but from the strategic pressure enthusiasm creates: different firms pursue different conceptions of value because their business models and cost structures demand it.Many sectors simply cannot adopt AI at the pace that new models are being released. Large banks, for example, remain bound by security and compliance frameworks that require air-gapped, on-site, fully auditable software deployments. Such rules instantly cut them off from the most advanced frontier models, which rely on cloud-side orchestration and rapid iterations through new versions. Health-care systems face similar limits, and governments even more so. The problem is not AI’s theoretical capabilities, but the difficulty of incorporating such tools into legacy systems built for a different era.Taken together, these forces suggest a future very different from the one implied by the standard media narrative. AI is not converging toward a single universal frontier. Diverse regional and institutional architectures are being shaped by different limits – from power shortages in the US to land and cooling constraints in Singapore and Japan, “geopolitical” scarcity in China (where Western export controls limit access to advanced chips and cloud hardware), regulatory friction in Europe, and organisational rigidities across the corporate world. Technology may be global, but implementation is local.Fortunately, real-world constraints are not the enemy of progress. Often, they form the scaffolding around which new systems take shape. The fibre-optic glut of the late 1990s, initially derided as wasteful overshoot, later underpinned the rise of streaming, social media, and cloud computing.Today’s constraints will play a similar role. Power scarcity is already shifting the geography of AI. Silicon fragmentation is creating new national and corporate ecosystems. Capital asymmetries are pushing firms into different strategic equilibria. Institutional limits are shaping the first real use cases.The next decade of AI will belong not to the systems with the greatest theoretical capability, but to the ecosystems most adept at turning real-world limits into design advantages. Possibility defines the horizon, but constraint will determine the route the world ultimately takes. - Project Syndicate(Jeffrey Wu is Director at MindWorks Capital.) 

The bearish chorus on the yen is growing louder after the Bank of Japan (BoJ)’s latest interest rate hike failed to deliver a sustained lift to the currency, reinforcing views that there’s no quick fix for its structural weakness.Strategists at JPMorgan Chase & Co, BNP Paribas SA and other firms see the yen weakening to 160 per dollar or beyond by the end of 2026, driven by still-wide US-Japan yield gaps, negative real rates and persistent capital outflows. The trend will likely persist as long as the BoJ tightens only gradually and fiscal-driven inflation risks linger, they say.This year the yen eked out a small gain of less than 1% against the greenback after four straight years of declines, as a hoped-for turnaround on the back of BoJ rate hikes and Federal Reserve cuts proved underwhelming. The currency briefly strengthened past 140 per dollar in April before losing momentum amid uncertainty over US President Donald Trump’s tariff policies and rising fiscal risks tied to political shifts in Japan. It’s now trading around 155.70, not far from this year’s low of 158.87 — around where it began the year in January.“The yen’s fundamentals are quite weak, and that should not be changing much going into next year,” said Junya Tanase, chief Japan FX strategist at JPMorgan, who holds the most bearish end-2026 dollar-yen forecast on Wall Street at 164. He said cyclical forces could turn more yen-negative next year, limiting the impact of BoJ tightening as markets price in higher rates elsewhere.Overnight index swaps show the next BoJ rate hike isn’t fully priced in until September, while inflation remains above the central bank’s 2% target, adding pressure on Japanese government bonds.Carry trades have also re-emerged as a headwind. The popular strategy of borrowing the low-yielding yen to invest in high-yielders such as the Brazilian real or Turkish lira has made it harder for the Japanese currency to rebound. Leveraged funds were the most bearish on the yen since July 2024 in the week through December 9, according to Commodity Futures Trading Commission data, and largely maintained those positions in the following week.Global macro conditions next year should be “relatively supportive for risk sentiment, and typically in that environment that we think would benefit carry strategies,” said Parisha Saimbi, EM Asia FX and rates strategist at BNP Paribas, who expects the dollar-yen to rise to 160 by the end of 2026. Resilient carry demand, a cautious BoJ and a potentially more hawkish-than-expected Fed could keep the pair elevated, she added.Japan’s outbound investment flows remain another source of pressure. Retail investors’ net purchases of overseas stocks via investment trusts have hovered near last year’s decade-high of ¥9.4tn ($60bn), underscoring households’ continued preference for foreign assets — a trend analysts say could persist into 2026 and weigh on the yen.Corporate outflows may be an even more durable driver. Japan’s outward foreign direct investment has continued at a steady pace in recent years, largely unaffected by cyclical factors or rate differentials, BofA Securities chief Japan FX and rates strategist Shusuke Yamada wrote in a note earlier this month. In particular, outward M&A volumes by Japanese firms have hit multi-year highs this year, he wrote.“The weak yen situation hasn’t changed at all. The key point is that the BoJ isn’t hiking rates aggressively, and real interest rates remain deeply negative,” said Tohru Sasaki, chief strategist at Fukuoka Financial Group Inc, who sees the dollar-yen pair reaching 165 by end-2026. “I think the Fed is pretty much done with rate cuts. If the market starts pricing that in, it would become another factor pushing up dollar-yen.”Still, some yen watchers remain convinced that the currency will appreciate over the longer term as the BoJ continues to normalise its policy. Goldman Sachs Group Inc sees the yen eventually strengthening toward 100 per greenback over the next decade, while acknowledging that there are multiple near-term negatives.Risks of official intervention are also back in focus as the yen trades near levels that previously triggered action. Japanese officials, including Finance Minister Satsuki Katayama, have stepped up warnings against what they describe as excessive and speculative FX moves. Still, intervention alone is unlikely to lift the yen out of doldrums, analysts say.“Overall, the market remains jittery and volatile, and ‘smoothing’ operations alone might not be able to alter the yen’s depreciation trend,” said Wee Khoon Chong, senior APAC market strategist at BNY. “The near-term market focus remains on the government’s forthcoming fiscal strategy.” 

Ken Griffin’s Citadel is establishing an office in Dubai, becoming one of the last major hedge fund holdouts to set up shop in the United Arab Emirates and marking a significant win for the city’s attempts to become a hub for the industry.The $72bn firm plans to open an outpost in the emirate’s financial centre next year. The move will extend Citadel’s presence to an 18th city and comes as the world’s largest hedge funds increasingly migrate to Dubai and Abu Dhabi, amid a growing talent pool and expanding regional capital markets.“Building high-performing teams in cities with exceptional talent has been a cornerstone of our success for 35 years,” Citadel Chief Operating Officer Gerald Beeson said in a statement. The office will “offer the strong talent pool in the region compelling opportunities to grow their careers with us”, he said.The Dubai office is expected to help Citadel strengthen its around-the-clock trading capabilities and deepen relationships with companies that already have a significant presence in the Gulf.Members of its Fixed Income and Macro business, which is led by Edwin Lin, will be the first to establish a presence in the city.Griffin, the firm’s chief executive officer, has previously said any expansion decision would hinge on access to talent, not just tax perks. “Having a portfolio manager located in a low-tax jurisdiction on Zoom intermittently with a team back in London — that’s not a winning formula,” he said at an event in Doha last year.Still, the likes of Brevan Howard Asset Management and Millennium Management have set up local offices in the UAE in recent years. The influx of firms has brought in hundreds of traders and associated staff to the country, helping build a foundation for a hedge fund ecosystem.Meanwhile, both Dubai and Abu Dhabi have stepped up efforts to attract global investment firms, touting their zero personal income tax, business-friendly regulation and a timezone that connects traders in Asia, Europe and the US. Some firms are now using Gulf offices as perks to recruit and retain global talent.In all, Dubai now hosts more than 100 hedge funds. Neighboring Abu Dhabi is also expanding rapidly, with Hudson Bay Capital Management, Marshall Wace and Arini all setting up in the city over the past year.With Citadel, one of the world’s largest hedge fund employers, now entering the UAE, one prominent holdout remains: D.E. Shaw, which opened in Dubai in 2009 but later pulled out. 

The Civil Services and Government Development Bureau, represented by the Institute of Public Administration, has launched the National Training and Career Development Plan for 2026, as part of its ongoing efforts to strengthen the human development system and enhance the efficiency of human capital in the government sector.On this occasion, Director of the Institute of Public Administration Maha Al Marri affirmed that the National Training and Career Development Plan for 2026 embodies a strategic approach to building human capital within the government, in line with the Third National Development Strategy, through an integrated competency-based training system aimed at achieving tangible impact at the level of institutional performance. She added that the Institute of Public Administration is working to create a supportive environment for the effective implementation of the plan, in partnership with government entities, thereby enhancing institutional excellence in the State of Qatar.The new national plan comes in response to a fundamental shift in the state's vision for training and career development. It is based on the recent amendments to certain provisions of the Executive Regulation of Civil Human Resources, and reflects a transition from training linked to job grade to training linked to competencies and their levels. This shift contributes to enhancing the effectiveness of training programs and directly linking them to performance evaluation outcomes and individual development plans.The plan is built on a competency-based professional development methodology, through flexible training programs that include in-person training and asynchronous e-learning. It also allows employees to choose programs aligned with their career paths across three main tracks: leadership, specialized, and technical and clerical roles. These tracks cover behavioral, leadership, and technical competencies across four levels-beginner, intermediate, advanced, and expert-within an integrated career development framework that combines training, performance evaluation, and career planning.

Utopia Capital Management, which aims to support more than 50 pre-seed to Series-A ventures in the next five years with as much as 70% from the Middle East, is eyeing family offices for funds in its efforts to develop unicorns in the region."Overall, we will be supporting 50 ventures across Southeast Asia, Middle East. In the Middle East specifically, it is about 35 that we are investing in," Alina Truhina, co-founding partner of Utopia, told Gulf Times in an exclusive interview.Reasoning for the increased focus on the Middle East, she said the region allowed it to consolidate its model, bring the right type of talent and expertise, and allow integration of the geographies."We can also help our portfolio companies from Asia and Africa expand to the Middle East. The region is well positioned as the hub for innovation," she said, adding viable nature, fast changing and favourable nature of the regulatory ecosystem helped it.Highlighting the availability of capital in this region, she said Qatar is the headquarters for Utopia Capital Management platform, under which come The Studio (AI-native Venture builder) as well as A-typical Ventures, which is backed by the Qatar Investment Authority (QIA).The Studio is working with the first group of entrepreneurs and over the next five years it aims to develop 140 venture concepts and support over 50 Pre-Seed to Series-A ventures.The Studio will help develop the venture concepts and launch new companies, and A-typical Ventures, working closely with The Studio under the Utopia platform, will invest in them, she said.A-typical Ventures is its Middle East fund, covering the Middle East, which includes the GCC (Gulf Co-operation Council), the Levant, Turkiye and Pakistan, and it also has a Southeast Asia fund 'The Radical Fund'."We are in conversations with several family offices (in Qatar). They are definitely keen. There is definitely a growing interest," she said in reference to bringing in fund managers and the need for corporates to partner more with startups.On the Studio, which was launched on the sidelines recently concluded Mobile World Congress, she said the venture building engine will co-build with entrepreneurs, new companies, but also work with existing ventures to support them with technology, with AI (artificial intelligence) native technology, as well as go to market, commercialisation, growth, partnerships, product and design, and expansion opportunities."We work with entrepreneurs from idea stage to series A stage," she said.Asked about the areas it was looking at; Truhina said it works along the kind of opportunities that are very relevant to its geographies."So the global south is our remit. We have developed PODs (problem-orientated deep dive). We look for entrepreneurs who are domain experts, and we co-build with them within very specific PODs. Then the funds also invest in these companies," according to her.PODs start with digital infrastructure (maintenance intelligence, neo-clouds, data centre and energy software, along with the core systems behind the energy transition and resource infrastructure); industry experts (deep domain-experts across technical fields such as surgery, chemistry and advanced engineering); and sovereignty (core systems in security, deep technology and government intelligence).The studio is building from idea to Series A in less than 24 months, she said, adding at present, it is now finalising an investment into a data company."We have also invested in a company that is a B2B venture that is a B2B management investment and financial management tool for SMEs (small and medium enterprises) across the global south," Truhina said, adding it is also looking at sectors such as gaming, tokenisation, climate tech and cleantech.On A-typical Ventures, a new driving force for early-stage venture innovation across the Middle East’s startup ecosystem; she said it has already spoken to more than 150 entrepreneurs in Qatar, but being a regional fund, it is also looking at other geographies such as the GCC, Lebanon, Turkiye and Pakistan. Across the region, it has contacted more than 300 entrepreneurs. 

Doha is steadily cementing its position as a competitive player in the global AI and technology race, supported by strategic investments from the Qatar Investment Authority (QIA), according to the Boston Consulting Group (BCG).These include the establishment of a $3bn global platform with Blue Owl Capital to accelerate international AI and cloud infrastructure expansion, as well as QIA’s participation in Anthropic’s $13bn funding round, BCG said in its report presented at the Mobile World Congress, which concluded Wednesday.These initiatives underscore Qatar’s commitment to advancing its digital capabilities and align closely with the ambitions of the Qatar Digital Vision 2030, it said in the report “AI Data Centers: An Opportunity in the Middle East”.“Qatar’s digital ambition is rapidly taking shape, driven by decisive leadership and a deep commitment to innovation. In line with Qatar National Vision 2030 and Qatar’s Third National Development Strategy, the country is harnessing AI and emerging technologies to cement its role as a competitive force in the global digital economy," said Harold Haddad, managing director and senior partner.The report revealed that the Middle East is rapidly positioning the region as a rising global nexus for AI data centre investment and innovation. As global demand for AI infrastructure accelerates, with data centre power needs projected to grow from 86GW (Gigawatt) in 2025 to 198GW by 2030, BCG finds that the Middle East has a uniquely competitive advantage in supplying scalable, cost-efficient AI compute capacity.Highlighting that the Middle East is not merely participating in the global AI infrastructure race; it is fast emerging as a critical new hub of AI data centre development; it said the region benefits from distinctive structural advantages.Its strategic geography places it within a 2,000-mile radius of over 3bn people, enabling it to serve Europe, Asia, Africa, and the Global South with non-latency-sensitive AI inferencing at scale.Competitive cost structures, including up to 50% lower leasing rates, low power tariffs, and advanced cooling systems adopted by regional operators, significantly reduce the total cost of ownership, BCG said, adding meanwhile, markets such as the UAE and Saudi Arabia continue to accelerate time-to-market for new data centres through fast-track development, dedicated investment teams, and special economic zone clusters such as Masdar City’s Stargate Campus."This momentum is reinforced by the region’s expansive land availability, scalable power ecosystems, and the planned ~720Tbps Fibre in the Gulf (FIG) submarine cable project," it said.Thibault Werlé, managing director and partner at BCG said the Middle East is undergoing a pivotal transformation as it positions itself to become a global hub for AI infrastructure."With strategic investments, progressive digital policies, and ambitious national visions across Qatar, the UAE, and Saudi Arabia, the region is building the foundation for scalable, next-generation AI compute," he added.The report outlines major national initiatives shaping the Middle East’s AI infrastructure landscape. Saudi Arabia has launched HUMAIN with a targeted 1.9GW AI data centre capacity, along with partnerships with NVIDIA, AMD, AWS, DataVolt, and Groq to develop multi-hundred-megawatt AI campuses, including the world’s largest AI compute centre.The UAE is advancing a 5GW AI campus in Abu Dhabi under the US-UAE AI Acceleration Partnership and is importing 500,000 GPUs for regional and US partners, supported by Microsoft’s $15.2bn AI and cloud infrastructure investment."Qatar’s strategic investments complement these national efforts and reinforce a GCC-wide push toward establishing a global AI compute corridor," the report said.With its strategic geography, favourable economics, and ambitious national digital agendas, the Middle East is uniquely poised to emerge as a global AI data centre powerhouse — particularly for regions requiring scalable and cost-efficient AI compute such as the Global South. 

Abu Dhabi National Oil Co (Adnoc) will maintain spending at $150bn over the next five years as it targets growth in production capacity at home and expands internationally.The company’s board approved the capital expenditure plan that’s in line with the previous layout that was announced three years ago. Since then, Abu Dhabi’s biggest oil producer has carved out an international investment business called XRG that is scouring the globe for deals.XRG has boosted its enterprise value to $151bn from $80bn since it was set up about a year ago, Adnoc said in a statement. The unit, which this year got stakes in Adnoc’s listed companies with a total market value exceeding $100bn, aims to become among the world’s top five suppliers of natural gas and petrochemicals, along with the energy needed to meet demand from the AI and tech booms.XRG has also snapped up contracts for liquefied natural gas in the US and Africa, bought into gas fields around the Mediterranean and is in the final stages of a nearly $14bn takeover of German chemical maker Covestro AG.Still, the company’s biggest effort yet fell apart in September when the firm dropped its planned $19bn takeover of Australian natural gas producer Santos Ltd It bounced back with a deal announced this month to explore buying into an LNG project in Argentina.Adnoc’s board, chaired by UAE President and Abu Dhabi ruler Sheikh Mohamed bin Zayed al-Nahyan, reviewed plans to expand oil and gas production capacity. It formed an operating company for the Hail and Ghasha offshore natural gas concession and boosted the project’s production target to 1.8bn cubic feet per day, from 1.5bn, by the end of the decade.Adnoc is in the process of increasing oil production capacity to 5mn barrels a day from 4.85mn a day currently. The UAE’s Opec+’s quota allows it to produce just over 3.4mn barrels a day in December, and raising capacity further would leave more of the capability lying idle.

Legal Perspective One of the major reasons that promoters select the corporate form of business is the variety of funding sources available to the business they incorporate. The initial funds and property may come directly from the promoters or it may come from many investors. An important source of financing is the sale of corporate securities in the form of shares, debentures, bonds, and long-term notes. Other sources of funding are also prevalent. Short-term bank loans may provide at least part of the operating capital of the company. Frequently, the promoters and major shareholders will be required to co-sign these notes. Often, this short-term funding will come in the form of accounts receivable financing and inventory financing. Of course, once the company is operating profitably, retained earnings may generate an important source of funds. With reference to stocks, if a company has only one class of stock, it is common stock. If there is more than one class, the common shareholders usually bear the major risks of the business and will benefit most from success. They receive what is left-over after the preference of other classes have been satisfied. This is usually true for both income available for dividends and for net assets on liquidation. Common stock usually carries voting rights. There may be more than one class of common stock, however, such as Class A and Class B. One class may have no right to vote. Herein, any stock that has a preference over another class of stock is called preferred stock or “preference shares”. Usually, preferred shareholders have a preference as to dividends and the distribution of assets when the company is dissolved. The rights of preferred shareholders may vary from company to company. In some instances, preferred stock may be made convertible into common stock. And sometimes preferred stockholders will be given voting rights. However, usually the right to vote is granted only in the event that dividends due are not paid. Preferred stock can be redeemed, that is, paid off and cancelled by the company if the articles permit. Shares of stock are generally issued in exchange for money, property, or services already performed for the company. The board of directors is entrusted with the authority to decide what is the proper amount and form of consideration for the shares. Company articles, however, will frequently place some limitations on the discretion of the board in order to protect the rights of creditors and other shareholders. The law requires that shares be issued only for money, tangible or intangible property and services already performed for the company. Most of the laws do not permit the promoter’s pre-incorporation services to be proper consideration for shares because the services were not technically rendered to the company. The company was not in existence at the time of these services. Likewise, the laws do not consider promissory notes or pledges of future services to be acceptable forms of consideration for shares. This is because such promises may overstate the value of the company since they may never be performed. The law permits promises of future services and promissory notes to be exchanged for shares since they do have value to a company. Of course, because of the risk of nonperformance, the value may not be as great as the value of services that have already been rendered to the company. Further, the law allows the company to issue shares to the promoters in exchange for their pre-incorporation efforts because the company has benefited from such services. Without these services, the company would probably not exist.Dr AbdelGadir Warsama Ghalib is a corporate legal counsel. Email: [email protected]

Qatar National Bank (QNB) stated that despite significant global macro uncertainty and volatility, emerging markets (EM) are benefiting from moderately positive capital inflows. These inflows have been driven by a depreciating USD, the current cycle of monetary policy easing across major advanced economies, and the availability of high real yields in several sizable EMs. In its weekly economic commentary, QNB said: We believe such tailwinds should continue over the medium-term, particularly as the US further engages in more efforts to re-balance its economy via lower external deficits and manufacturing onshoring. Over the last several years, emerging markets (EM) have suffered from significant volatility in capital flows. This was driven by monetary instability, geopolitical uncertainty and a lack of broader risk appetite from global investors on allocations to non-US assets. According to the Institute of International Finance (IIF), non-resident portfolio inflows to EM, which represent allocations from foreign investors into local public assets, experienced a significant shift from negative territory to positive in late 2023 and continues to be moderately strong this year, even accelerating. The strong performance of EM assets is surprising in a year marked by record global economic policy uncertainty and volatility. In fact, traditionally, EM assets tend to sell-off with increasing uncertainty, as investors seek safe-havens. But this time seems to be different, and two main factors contribute to explaining the inflows to EM. First, a softer dollar continues to bolster the attractiveness of higher-yielding EM assets, providing a tailwind for capital inflows. Under favourable conditions, global investors fund positions in relatively low-yielding currencies of advanced economies, such as the USD, and seek higher-yielding EM assets. A weaker dollar reinforces this tendency by reducing the currency risk for investing in EM. Furthermore, a weaker dollar lessens the burden of debt services of USD-denominated debt for sovereigns and corporates in EM, improving credit quality and reducing risk premiums, therefore favouring portfolio rebalancing towards EM assets. So far this year, the USD has fallen by more than 10% against a basket of currencies of advanced economies and 8% against a basket of EM currencies. Standard measures of currency valuations, such as the real exchange rates, show that the USD still remains "overvalued." Structural factors also point to an environment dominated by further selling pressure for the greenback. The Trump administration seems to be keen to engineer a major adjustment of the economy, favouring narrower current account deficits and the re-shoring of critical manufacturing activities, which would call for additional USD depreciation. This lessens the role of the USD and US Treasuries as safe havens amid global economic instability, contributing to calls for the diversification of portfolios, including via EM assets. Second, the easing of monetary policy by major central banks results in lower yields and looser financial conditions in advanced economies, increasing the relative attractiveness of EM assets. This year, the European Central Bank (ECB) continued its easing cycle, bringing the benchmark interest rate to a neutral stance of 2%, after cutting rates by 200 basis points (bp) since mid-2024. The Federal Reserve re-started its downward cycle with a 25 bps cut, with markets currently pricing a federal funds rate of 3% by the end of 2026, which will continue to diminish the opportunity cost for investing in EM assets. This backdrop of lower rates in advanced economies provides additional support for positive capital flows into EM. Third, several large EMs, particularly in Asia and Latin America, are currently offering yields that are significantly higher than their inflation rates. Those positive "real rates" from countries like Indonesia, Brazil, Mexico and South Africa, for example, contribute to providing higher gain potential and re-assure investors against potential risks of undue currency depreciation. This favours the so-called "carry trade" of borrowing from low-yielding currencies to invest in high-yielding EM currencies. Importantly, the carry trade seems to be the dominant feature of the capital flows to EMs so far in 2025, as the vast majority of inflows are concentrated in debt rather than equity and in jurisdictions with more floating currencies as well as higher real yields.

IMF Managing Director Kristalina Georgieva has highlighted the GCC region’s “comparative advantage” in terms of access to energy that helps it host data centres and cites Qatar's partnership with Blue Owl Capital as an example.“GCC’s comparative advantage in terms of access to energy is helping it unlock major projects to host data centres. Examples include partnerships with Humain and Nvidia in Saudi Arabia, Blue Owl Capital in Qatar, or the US-UAE AI accelerated partnership,” Georgieva said in her meeting with the Ministers of Finance and Central Bank Governors of the Gulf Co-operation Council (GCC) in Kuwait.Georgieva noted: “The last time we saw each other was during the Spring Meetings six months ago. At the time, trade tensions brought global uncertainty to new highs, contributing to a downward revision in our global growth projections.“Since then, a series of trade agreements and pauses in tariff increases have prevented escalation. Almost all countries subjected to US tariffs have refrained from retaliating. This, combined with the fact that the rest of trade relations among countries remain guided — so far — by WTO rules, allowed us to avoid a full-scale trade war.”In addition, she noted the private sector has shown “impressive” agility and adaptability, front-loading cross-border purchases, adjusting supply chains and pursuing investment strategies aligned with a more complex global environment.And access to finance has eased both for the public and the private sector. As a result global growth prospects are better than feared during our last meeting in April.Yet, they are still worse than pre-Covid and the world economy remains in flux. Major transformational forces are in play, from geopolitics to trade relations, technology and demography, producing new opportunities but also new risks.They steer anxiety in societies and complicate the job of policymakers. Navigating uncertainty is becoming the new normal.She said, “In this environment, risks to the global outlook remain tilted to the downside. Protectionism could lead to escalation of trade tensions, with negative impact on supply chains. Erosion of confidence could constrain consumption and investment. Shocks to labour supply, including from changing immigration policies, could lower growth, especially in countries with aging populations.”Georgieva said the outlook is not homogeneous — while some parts of the world are slowing down, others do better. Growth is expected to accelerate in the Middle East and Central Asia as global headwinds are offset by an increase in oil production, and structural reforms pay off.“As for the GCC, a year ago I said that the GCC ‘remains a bright spot’ despite the numerous shocks.”Since then, global uncertainty has increased, including related to shifts in the global trade system, while oil prices have declined and geopolitical tensions have intensified.“Yet, despite this increasingly challenging environment, the GCC continues to deliver strong and steady performance and is still a bright spot in the world economy. You, the finance ministers and central bank governors of the region, deserve credit for the strong reform momentum underlying this. It is making the GCC more resilient, as evidenced by limited spillovers from tensions and conflicts in the region,” Georgieva said.She noted the impact of higher US tariffs on GCC economies has been modest, with exports to the US ranging from just 0.1% of total exports for Kuwait and up to 8% for Bahrain.“Against this backdrop, we now expect overall GCC growth to accelerate to a 3-3.5% range in 2025 and close to 4% in 2026, supported by the resilience of the non-hydrocarbon economy, the unwinding of voluntary oil production cuts, and the expansion of natural gas production.”Over the medium term, non-hydrocarbon activity is set to remain strong on the back of ambitious reform efforts facilitated by ample policy buffers — both official reserves and those available through sovereign wealth funds. This activity is expected to offset the impact of lower oil prices.But there are risks to this outlook. Oil prices and revenues could be negatively affected by weaker oil demand, driven by elevated economic uncertainty, an escalation of global trade tensions, or deepening geo-economic fragmentation.Additionally, a potential supply glut may emerge as Opec+ continues to unwind voluntary oil production cuts at a time when demand remains weak.“In a downside scenario where oil prices temporarily fall to $40 per barrel, non-hydrocarbon GDP growth in the GCC could slow by 1.3 percentage points, while fiscal deficits could rise significantly. In addition, high global uncertainty could lead to tightening of financial conditions and lower FDI, thereby threatening the economic diversification agenda.“Over the medium term, the outlook remains subject to two-sided risks related to ongoing global structural shifts, such as the energy transition, potential global fragmentation, digitalisation and the use of AI,” Georgieva noted.

Ooredoo Q.P.S.C. announced that it will host the 2025 Capital Markets Day (CMD), a virtual event that will present the Group's refreshed strategy and vision for long-term value creation. Scheduled for Monday, Nov. 3, this half-day event will provide investors and analysts with access to Ooredoo's leadership team, offering insights into the Group's refreshed strategy, long-term growth ambitions, and detailed reviews of key operating companies as Ooredoo advances its vision of becoming MENA's leading digital infrastructure provider. The event will feature interactive Q&A sessions with senior management, enabling participants to engage directly and gain a deeper understanding of growth drivers, capital allocation priorities, and value creation plans. Participation in the event is limited to institutional investors and analysts. However, a broadcast of the event will be available publicly via Ooredoo's website.

For many entrepreneurs, building a company is one of the greatest achievements of their lives. But there comes a moment that is often overlooked in the glamorous world of startups and venture capital—the exit.When founders think about selling their business or stepping away, they are often hit with a reality they never prepared for: How do I exit the right way?This is what entrepreneur and business strategist Martin Martinez calls “The Founder’s Exit Dilemma.” It’s the point where passion collides with pragmatism, where years of sweat and sacrifice meet the hard reality of valuation tables, negotiations, and deal structures. And according to Martin, most founders are woefully unprepared.A Founder Who Has Been There BeforeUnlike many advisors who approach exits from purely a financial or legal perspective, Martin has lived the journey from both sides of the table.Over the course of his career, he has built and exited three businesses and acquired several companies of his own. This dual perspective gives him an unusually holistic understanding of what it means to exit—not just as a transaction, but as a deeply personal and strategic decision.“Most private equity firms, venture capitalists, and family offices focus only on the numbers. Their world revolves around ROI, multiples, and deal structures,” Martin explains. “What they often lack is operational experience. They haven’t been in the founder’s shoes. They don’t know the sacrifices made to keep the company alive, the employees who became like family, or the emotional weight that comes with letting go. That’s why so many founders feel misunderstood during an exit.”Why Founders Struggle with ExitsAccording to Martin, the Founder’s Exit Dilemma stems from three main challenges:1. Lack of Knowledge – Most entrepreneurs are experts at building businesses, but few ever study the mechanics of selling one. They underestimate how complex exits can be—from due diligence to negotiations to tax implications.2. Emotional Attachment – Founders often see their company as an extension of themselves. This emotional connection can cloud judgment, leading to undervaluing or overvaluing the business—or walking away from a fair deal.3. Poor Timing – Many exits are either rushed during financial stress or delayed until the founder is burned out. In both cases, the founder loses leverage, and the business sells for less than it’s worth.“An exit is not just a financial event—it’s a life event,” Martin emphasizes. “Founders pour years of their life into building something extraordinary, and then one day, they’re expected to just hand it over. Without the right preparation and mindset, that moment can feel like a loss instead of a win.”A Growing Need in the Middle EastMartin’s insights arrive at a pivotal time for the region. The UAE and wider Middle East are experiencing an unprecedented surge in entrepreneurship. Dubai has positioned itself as a global hub for startups, with government-backed accelerators, access to international capital, and a thriving ecosystem of founders building regional and global businesses.But with this growth comes a looming question: What happens when it’s time to exit?“Every founder thinks about building, scaling, and raising investment. Very few think about how it will all end,” Martin says. “But in reality, the exit is where the true financial freedom happens. It’s the defining moment of the entrepreneurial journey.”As the ecosystem matures, more founders in the Middle East will face this exact dilemma. Whether selling to private equity, merging with a larger competitor, or handing over to international investors, the stakes will only grow higher.Redefining the Exit ConversationMartin Martinez’s mission is to redefine how founders approach exits—not as an afterthought, but as a strategic process that begins long before a deal is on the table.His upcoming talks and personal brand will focus on empowering founders with three key strategies:Planning Early – Preparing for an exit years in advance to maximize valuation and leverage.Thinking Like a Buyer – Understanding how acquirers evaluate businesses, so founders can position themselves for stronger outcomes.Balancing Emotion with Strategy – Navigating the psychological side of exits while making decisions that serve both financial and personal goals.“What makes my perspective unique is that I’m not just an advisor,” Martin says. “I’ve lived through the late nights, the payroll struggles, the investor pressures. I know what it feels like to be a founder faced with an exit—and I also know what buyers look for when they’re making decisions. My goal is to bridge that gap, so founders can walk away not just with money in the bank, but with peace of mind.”Looking AheadAs the Middle East continues to rise as a global hub for innovation, Martin believes that preparing founders for exits will be critical to sustaining long-term success.“Great businesses aren’t just built—they’re exited,” he concludes. “And the founders who understand this will not only create wealth for themselves but will also pave the way for the next generation of entrepreneurs.”For Martin Martinez, The Founder’s Exit Dilemma is more than a theory. It’s a personal mission to help entrepreneurs turn one of the most stressful moments of their careers into their most rewarding.