
The UAE's national champions will power its next economic era
The future of the UAE's economy will not be built by unicorns alone. It will be built by the thousands of ambitious small and medium-sized enterprises that rise early, open their factories, ship their products, hire local talent and form the backbone of a resilient, diversified, globally competitive nation.
These businesses are solving real problems, creating high-value jobs and laying the foundation for the UAE's next industrial chapter. Yet many remain under-served, not because they lack ambition or capability, but because the capital system around them has not evolved to match their scale or potential.
They are not the right profile for venture capital, which specialises in early-stage, high-risk, tech-first bets. They are too founder-led or too growth-oriented for traditional private equity, which typically seeks control of mature, stable businesses. And they are too dynamic, or too unpredictable, for conventional bank debt, which demands collateral and repayment certainty that most scaling businesses cannot offer.
These companies sit in what is called the 'missing middle'. They are not distressed assets. They are not speculative moonshots. They are real businesses, often profitable or on a clear path to profitability, rooted in the UAE and ready to expand into new markets, product lines and regions. In short, they are our next generation of national champions.
That is why the Emirates Growth Fund was created.
EGF is a growth equity platform fully dedicated to UAE-based SMEs operating in sectors critical to the nation's long-term resilience – including manufacturing, health care, food security and advanced technology. Backed by the Emirates Development Bank, it is spending Dh1 billion (about $272 million) in patient, flexible capital – not to take over, not to cash out, but to stand alongside visionary founders and help them scale.
Growth equity occupies a distinct space in the investment spectrum. It provides capital to companies that have moved beyond the start-up phase but are not yet ready, or appropriate, for a buyout. It supports expansion, not rescue. It enables founders to stay in the driver's seat while bringing in the governance, strategic partnerships and institutional strength they need to grow to the next level.
The UAE is home to more than 500,000 SMEs, employing the majority of our workforce, contributing significantly to national productivity and forming the foundation of a strong, diversified economy
This vision is already coming to life.
EGF's first investment is a strategic partnership with Tarmeem Orthopaedic and Spine Specialty Hospital – a UAE-born pioneer that is redefining orthopaedic care and patient mobility across the region. Tarmeem is not just growing; it is transforming healthcare access, pushing the frontiers of medical excellence and proving that the UAE can lead not just regionally, but globally.
And it is just beginning.
The UAE is home to more than 500,000 SMEs, employing the majority of its workforce, contributing significantly to national productivity and forming the foundation of a strong, diversified economy. EGF estimates that the segment represents an Dh7 billion growth capital opportunity. They are central to delivering on the ambitions of Operation 300bn, the UAE's bold strategy to increase the industrial sector's gross domestic product contribution to Dh300 billion by 2031.
At EGF, we do not see these businesses as mere investments. We see them as infrastructure for the nation's future.
Having spent years working alongside entrepreneurs, I have seen the frustration they face when the capital on offer falls short of their ambition. But I have also seen what happens when the right partner arrives at the right moment: a company accelerates, a sector transforms and a country advances.
This is the opportunity before us – and the responsibility we carry.
EGF does not just fill a funding gap; it fills a future-building gap. It backs the businesses that will manufacture the country's technologies, deliver its care, secure its food systems and power its industries. We help scale the companies that will stand as the national champions of tomorrow.
Because when we invest in visionary entrepreneurs at the moment it matters most, we are not just backing businesses. We are building the future we want to inherit.
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Gulf Business
21 minutes ago
- Gulf Business
Bridging Dubai and Singapore: A private banking mission in a changing world
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Born to a banker father who was posted around the region, he finished school in Dubai, started university at the American University in Cairo, then crossed the Atlantic to begin his career with American Express Bank in 1990. Four years later he was back in the UAE as a relationship manager for Standard Chartered; by 2010 he was leading Coutts' Southeast Asia franchise out of Singapore. In 2023, the call came to return once more to Dubai – this time to anchor Bank of Singapore's push across the Middle East and Europe. Today, he leads a team of around 140 people, a figure that he says 'has grown headcount almost threefold in the last four or five years'. Much of that expansion has been on the front line: last year alone the DIFC branch increased its private-banker ranks by over 20 per cent, while simultaneously beefing up product and advisory benches. The client base is diverse but focused, serving three core segments: Global South Asia (including Indian and Pakistani entrepreneurs based in Dubai), GCC high-net-worth families, and international expats from the UK, Europe and increasingly, China. 'This region has long-standing cultural and economic ties to South Asia,' says Khanna. 'Many of our clients or their families have been part of the entrepreneurial fabric of the UAE for generations. That affinity, combined with Dubai's openness and strategic location, makes it a natural centre for private wealth.' He compares the regional trading culture with Singapore's own development, where merchants from Fujian, especially those from the Hokkien-speaking south, helped shape a nation. The power of a three-hub model Bank of Singapore's own evolution mirrors that same cross-cultural dynamic. Its parent, Oversea-Chinese Banking Corporation (OCBC), is 'the oldest Singaporean bank' – founded more than 90 years ago to serve overseas Chinese merchants across Southeast Asia. In 2010, OCBC acquired the Asian and Middle East franchise of ING Private Bank, and formed a fully fledged, stand-alone private bank under the name, Bank of Singapore. Khanna sums it up crisply: 'We are the only independent global Asian private bank.' The Dubai office continues to expand on the deep client roots built from the bank's ING Asia heritage. Under CEO Jason Moo – appointed March 2023 from a Swiss rival – Bank of Singapore now operates a three-hub model. Hong Kong covers Greater China; Singapore leads ASEAN; and Dubai oversees all business west of the Strait of Malacca, including offices in Luxembourg and London. Traditionally, institutions like Bank of Singapore would have run EMEA operations from Europe. 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What's more, Dubai is now home to the world's second-largest millionaire migration after Singapore, according to the likes of Henley & Partners. 'In many ways, the UAE in particular has been a beneficiary of the largest millionaire migration in the world, rivalled only by Singapore. So for us, we are in the two of the best markets.' Building resilience, not just returns As expectations rise, so too does the need for deeper insight. 'Clients in the Middle East have become far more engaged and discerning, and they are looking for advisors who can deliver not only performance but also perspective — clarity amid volatility,' says Khanna. Bank of Singapore's answer has been to invest heavily in advisory strength and insight generation. 'To help clients navigate uncertain times, we are committed to building intellectual capital, bringing together leading minds and encouraging diversity of thought,' he says. The bank established its CIO Global Advisory Council in 2024 to support this effort. Bank of Singapore released the inaugural CIO Supertrends Report, and has continued to refine it with updates in 2025. 'The idea is to look at things from a five-year horizon rather than the immediate here and now,' Khanna notes. In February 2025, Bank of Singapore held its CIO Summit in Dubai, where thought leaders discussed strategy in a multi-polar world. This year will also see the launch of a new global asset allocation framework, which Khanna calls a major milestone. 'We employed a rigorous process to review over 60,000 portfolios, putting each portfolio through more than 24,000 stress tests… more than 1.4 billion stress tests conducted in total across eight months,' he says. 'We construct portfolios to perform reasonably well across a range of plausible scenarios, even if the forecasts of individual asset classes do not meet expectations.' The bank's diversification strategy spans equity styles, fixed income and alternatives. 'Diversification today goes beyond geography and asset class,' Khanna says. 'We are regularly discussing low volatility and high-quality equity strategies… Fixed Income at these yield levels and with rate cuts priced across key Developed Markets remains an important component… alternatives provide diversification benefits with less directional exposure to both equity and credit markets as well as inflation hedging characteristics.' Guiding families through generational transitions While investment performance is essential, legacy planning is just as critical for many families. 'We see increasing interest and awareness among our ultra-high-net-worth clients and families in relation to generational wealth transfer,' Khanna says. Bank of Singapore's Financial Intermediaries, Family Office and Wealth Advisory (FFWA) unit works directly with families to structure wealth transitions. 'They want to start this conversation early, and they are looking for suitable tools and wealth protection solutions,' he says. 'An equally important role of a private bank in supporting clients in their succession and legacy journey is fostering conversations among family members to align values, vision, and responsibilities,' Khanna adds. 'It is not just about the transfer of the financial capital but also about the human, social and cultural capital that is intrinsic to maintaining the family legacy.' The bank also advises families on philanthropy, multi-family office structures, and governance models depending on complexity and scale. A bridge between capital flows Looking ahead, the growth corridors between the Gulf and Asia will only deepen. 'Our clients in the Middle East are increasingly looking East,' says Khanna. 'The core of our investment team is based in Asia… this facilitates on-the-ground research and networks helping us identify long-term opportunities that align with our clients' return and risk appetite.' That value is matched by Singapore's status as a trusted booking centre. 'Singapore offers a powerful trifecta: political stability, robust regulation, and global connectivity. It is a neutral and trusted gateway to Asia: ideal for asset diversification and international wealth structuring.' 'We do not just carry the 'Singapore' name; we embody the 'Singapore' identity, reflecting the reliability that our clients seek,' Khanna says. At a time when the Middle East and Asia are becoming the two dominant centres of new wealth creation, Bank of Singapore's footprint and focus feel prescient. 'We are Asia's global private bank – Asian in values, global in capabilities and perspectives.' That blend of cultural alignment, institutional rigour, and global insight is what brought Khanna back to Dubai in the first place. 'For me to be successful, what do I want? I want a great brand – box checked. I want a great platform – box checked. I want to make sure I'm working with an institution that's got the right balance sheet so that we can help our clients – box checked.' Success, he insists, is not about league tables. 'If you look at the number of people we employ in the private bank, we're the third largest in the DIFC,' he says. 'What matters is when clients think about a private bank, they want to engage, we're top of mind.' As the lights of the Burj Khalifa glow once more this year – maybe next time to mark a new milestone for the bank itself – it's clear that the relationship between Singapore and Dubai is more than symbolic. It's strategic.

Khaleej Times
27 minutes ago
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Arabian Business
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