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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.

Iraqi Prime Minister Mohammed Shia Al Sudani on Monday designated Babil Province as the Industrial Capital of Iraq, citing its strategic location as a key factor behind the decision.In his speech, Al Sudani said that Babil, the city of civilization and history, has a new name added to it: the Industrial Capital of Iraq.He explained that the province enjoys advantages that support the integration of agriculture and industry, along with a bold and capable private sector able to establish factories producing goods for export to neighboring countries.The Prime Minister added that a range of projects are being planned and implemented as part of the new industrial hub, noting Iraq's qualitative and quantitative boom in the industrial sector, including the production of rebar, sugar, cooking oil, pharmaceuticals, and cement to meet local demand.Later, Al Sudani launched the implementation of a 960-ton-per-day plastic granules factory project in Babil Province, the first of its kind in Iraq and developed by the private sector.

The first cohort from the venture studio - backed by the Qatar Investment Authority (QIA), Qatar Development Bank (QDB) and Utopia Capital Management - is expected before the end of this year, according to a top official of QDB."We look forward to welcoming the first cohort from Qatar before the end of this year," QDB chief executive officer Abdulrahman bin Hesham al-Sowaidi told the seventh edition of Investment Forum 2025, organised by QDB in association with Young Entrepreneurs Club.Developing Qatar's venture capital ecosystem, in partnership with a fund-of-fund programme launched by QIA, the QDB had collaborated with Utopia Capital Management to establish the first venture studio of Qatar, operated by A-typical Ventures.Unveiled at the Web Summit 2025, the venture studio is actively seeking the region's entrepreneurs looking to scale innovations and drive economic diversification across sectors such as fintech, healthtech, e-commerce, logistics and mobility, and climatetech.The studio will act as a magnet for entrepreneurs and investors across the region, while nurturing Qataris' startup with skills and capital, al-Sowaidi said."This long-term partnership is a testament to our commitment to advancing the VC (venture capital) ecosystem through private sector enablement. This partnership is already in action," he said, adding the region is witnessing an increasing maturity in the financial ecosystem that encourages startup investments, even amidst global headwinds.A-typical Ventures will enable pre-seed, seed and pre-series A founders across the GCC (Gulf Co-operation Council), Levant, Pakistan and Turkiye to refine their business models, optimise their go-to-market strategies, and unlock powerful growth opportunities.The QIA's investment marks one of the first deployments of capital from its 'fund-of-funds' programme, which aims to develop a strong start-up and venture capital ecosystem in Qatar and attract leading venture capital funds and entrepreneurs to the region.QDB is co-building the next generation of game-changing ventures as it collaborates with Utopia and the Qatari partners, marking a bold step toward reshaping the startup landscape.By merging strategic investment with hands-on venture-building expertise, QDB aims to empower high-potential startups in Qatar and across the Middle East, helping them scale faster, break into new markets, and drive real economic impact.Mohammed al-Emadi, QDB executive director of Incubation and VC Investment, said the venture studio would be catering to the entire Mena region."Our alignment and agreement with Utopia is that we don't want to have a centre that's only dedicated for single market. We want a Mena venture studio. And the reason is that we want to serve our 2030 vision by building a knowledge-based economy. We believe that we need to draw the talents from Qatar, but we also need to attract talents to the region and to Qatar specifically," he added.

Qatar's family offices are in the path of shifting to "bold" venture capital (VC) investments, which have emerged as a powerful driver of growth, according to a top official of the Qatar Development Bank (QDB).In the GCC (Gulf Co-operation Council), family offices are shifting from conservative wealth managers to bold venture investors, and "Qatar’s ecosystem is ready for this transformation," QDB chief executive officer Abdulrahman bin Hesham al-Sowaidi on Wednesday told the seventh edition of Investment Forum 2025, organised by QDB in association with Young Entrepreneurs Club."As Qatar moves with confidence towards 2030, opportunities have never been more exciting. Investment is yielding growth and the market is laden with potential," he said.Highlighting that QDB continues to be a key enabler for the nation's VC space, maintaining strong growth through 2025; he said QDB's direct and indirect investments (as of today) exceed QR350mn, resulting in more than 1,100 direct and indirect new jobs, thus contributing to a strong private sector capable of driving Qatar diversification."Our mandate has expanded beyond local boundaries in alignment with our new strategy, positioning Qatar as the centre of tomorrow's opportunities. We launched the Startup Qatar Investment Programme, opening Qatar's door to global founders, capital, and ideas," according to him.In two years, this programme has directed more than QR120mn into more than 30 companies, scaling their growth and projecting their reach beyond its borders, he said, adding "this is only the opening chapter."Following the success of the first phase, QDB expanded the programme's capacity further, attracting 177 applications from 27 countries."With more than 40 entrepreneurs already benefiting from this community, the programme is establishing itself as a true hub of global talent," according to al-Sowaidi.Stressing that a great economy is not built on capital alone, but on knowledge, on talent and on trust and it is why QDB continues to invest in people; he said through its VC training programme, more than 170 investors are now equipped to play a leading role in the VC landscape of tomorrow."By the end of 2024, private sector participation in the VC scene reached 57% of total investment, surpassing the 50% target set for the same year," according to him.The QDB official said VC funding in the Middle East nearly doubled in the first half of 2025, reaching about $1.35bn, despite a global VC slowdown."In Qatar and beyond, private capital from high-net-worth individuals, family offices, and venture funds has emerged as a powerful driver of growth," he said, adding globally, family offices are rethinking how to preserve and grow assets across generations, as assets under their management are projected to exceed $5tn by 2030, underscoring their rising influence in finance.Placing particular emphasis on the growing role of family offices both regionally and globally; al-Sowaidi said these institutions have become vital partners in shaping the future of the entrepreneurial ecosystem, leveraging accumulated expertise and directing investments toward the sectors of tomorrow.