Wipro Elevates Riyadh Role, Appoints Mousa to Lead ME Legacy
Arabian Post Staff -Dubai
Wipro has officially transferred its Middle East regional headquarters from Al Khobar to a new, upgraded facility in Riyadh, signalling an intensified drive to anchor itself in the Kingdom's digital economy. Mohamed Mousa has been appointed Managing Director and Regional Head for the Middle East, steering Wipro's regional operations from the new Riyadh base.
Vinay Firake, CEO for Asia Pacific, India, Middle East and Africa, described the move as a 'reaffirmation of commitment to supporting the dynamic business landscape in the Kingdom of Saudi Arabia.' He added that Mousa's leadership will 'further advance our decades-long presence in the Middle East.'
ADVERTISEMENT
The office, inaugurated during a high-profile ceremony attended by senior Wipro executives, staff, and clients, is part of an expanding regional footprint that already includes offices in Jeddah, Jubail, and Al Khobar.
Mohammed AlRobayan, Deputy Minister for Technology at the Ministry of Communications and Information Technology, highlighted the Riyadh move as a pivotal moment for the Kingdom's digital ambitions, saying it 'accelerates the growth of the Kingdom's digital economy' and underlines Saudi Arabia's appeal as a tech destination.
Furthering its strategic investment in Saudi human capital, Wipro signed a Memorandum of Understanding with Prince Mohammad Bin Fahd University to create a Centre of Excellence in Riyadh. This initiative targets hands‑on training in advanced technologies for Saudi nationals, promoting workforce readiness and helping bridge the gap between academic learning and industry demand.
Financial analysts note that the relocation aligns with Saudi Vision 2030's objective to diversify the Kingdom's GDP beyond oil revenues, with global tech firms increasingly anchoring themselves in Riyadh. The new headquarters offers both symbolic and practical leverage: proximity to major government stakeholders, enhanced networking opportunities, and the ability to attract public–private partnerships focused on digital transformation.
Experts acknowledge, however, that this strategy is not without challenges. Wipro must navigate intense competition from both global rivals and agile regional players, maintain cost competitiveness, and ensure the newly hired Saudi talent is integrated effectively into its global delivery model. A report by an independent business intelligence provider recently flagged uncertainties such as fluctuating revenue streams and the rigours of managing a complex international footprint.
Mousa succeeds Dalveer Kaur, who transitioned to Wipro's global capability centre practice. Mousa's track record includes leadership roles in regional IT consulting and digital services, with a specific focus on scaling operations and aligning with government-led digital ecosystems. His appointment is a strategic fit for Wipro's goal of deepening ties with local institutions and sovereign-backed tech initiatives.
The Riyadh office, equipped with advanced infrastructure, is expected to house regional delivery centres and client‑management teams specialising in cloud, AI, digital engineering, cybersecurity and consulting services. These capabilities align with Wipro's broader portfolio, which spans consulting, design, engineering and operations in both the public and private sectors.
Looking ahead, Wipro is expected to pursue further partnerships with Saudi universities and training institutions, potentially expanding the Centre of Excellence model to other al‑Majlis campuses. The company will also likely collaborate with government-backed innovation hubs and sovereign wealth funds eager to foster digital lanes within finance, healthcare, logistics, and energy sectors.
While Wipro optimises its capacity to support client transformation in the region, industry observers will monitor its ability to sustain growth amid macroeconomic volatility, emergent technologies and evolving client expectations. With Mousa at the frontline, the company aims to leverage its regional assets, integrated innovation initiatives and talent development programmes to embed deeper into the Kingdom's digital ecosystem.
Amid global tensions and shifting supply‑chain dynamics, Wipro is banking on its regional pivot and local leadership to consolidate both government and enterprise relationships. Riyadh is increasingly viewed not only as a political capital but also as a digital-tech hub. Wipro's investments in infrastructure, talent and strategic partnerships reflect that shift, aiming to position the firm at the centre of the Kingdom's transformation agenda.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Campaign ME
6 hours ago
- Campaign ME
Brand building needs more than just algorithms
Why have so many brands abandoned the dream phase of communications planning? For too long, brands have been chasing short-term wins, obsessing over conversions and putting brand building in the back seat. According to a survey by Ebiquity and the World Federation of Advertisers (WFA), 42 per cent of global advertisers plan to increase their share of performance marketing in 2025, up from 21 per cent in 2024. In contrast, only 24 per cent intend to increase their share of branding efforts. This shift is driven by the need for immediate results and the growth of retail media and connected TV. It is understandable. The lower funnel means numbers I can show in a boardroom full of big questions. I wish I could count the times I've heard, 'they're easy to measure', 'they're quick to optimise' or 'they build momentum'. Do you mean the illusion of momentum? Because real momentum means real growth. Real growth never comes from tactical wins alone. For decades, what has been – and most likely always will be – real growth comes from building brands that inspire, connect and endure. Take destinations, for example. They exist in people's imaginations for a long time before they watch a 'Top 10 Things To Do' video or visit People form a relationship with a destination long before they even get there, through billboards, videos, influencers and even films and TV shows. There's a deep connection that's forged through powerful storytelling and immersive brand presence over time. It's through emotional resonance that withstands the clutter of flash sale banners or retargeted ads and comes out on top. Why? Because a destination isn't just a place you're trying to sell; it's a feeling you're unlocking. Feelings aren't bought with performance metrics alone. They can, however, be earned through brand building. This isn't to say brand and performance are opposing forces. In fact, it's often overlooked that they are partners – and when they work together, innovation can thrive. Put simply, a brand builds desire; performance captures it. Having one without the other is like trying to ride a bicycle on one wheel – it's not impossible, it just won't get you there optimally. This is particularly important, given that we have entered a new media reality. To inspire and to derive action are no longer conveniently sitting in separate stages of the funnel. Look at today's audiences: they expect to be moved and motivated, often in the same scroll. Content needs to inspire and convert in one experience. Those who have crafted that balance are leading the way. In the past few years, Visit Saudi has done an excellent job of building a brand, a dream, a destination – and they've done this at speed. They have a clear vision statement: 'To inspire pride by sharing Saudi with the world, captivating their hearts, minds and imaginations.' In my opinion, they've delivered on that ambition. It's noticeable through their immersive content and unique messaging that have built a strong narrative. This transformed the tourism landscape and turned travellers' heads towards Saudi, creating the type of consideration that has taken other destinations an entire generation to build. It's evident when you look at Saudi Arabia's Ministry of Tourism data. Even with Covid pausing travel for two years, Saudi still saw 44.06 million inbound visitors in 2022 and 2023. This is a testimony to the 'bothism' that we see in industry commentary, and indeed to the large body of evidence that speaks to both long- and short-term investments. Companies that continue to invest in brand – especially during challenging times – are the ones that will bounce back faster, stronger and with greater loyalty from consumers who already feel emotionally connected. Without a strong presence to anchor the strategy, the funnel eventually dries up, and no amount of retargeting will save a brand people have forgotten – or never cared about in the first place. Many brands such as adidas, Uber and Airbnb have jumped back on the brand-building wagon and have reaped the rewards. These are brands that continue to build not just awareness, but advocacy. Not just bookings, but belief; not just visits, but lifelong memories. There are no shortcuts in this journey. To get to their destination in the best conditions, brands need to marry the performance focus in the lower funnel with activating the dream state in the upper funnel. Ephemeral sales may come from algorithms, but durable brand appeal is built on emotion. Brands need both to thrive sustainably. By Sara Daher, Executive Director, PHD Media


Arabian Post
6 hours ago
- Arabian Post
Dubai Sets Record with Blockchain-Powered Property Sell-Out
Arabian Post Staff -Dubai Dubai Land Department's second tokenised property offering was fully subscribed in just one minute and 58 seconds, marking the fastest-ever blockchain-backed real estate transaction globally. The project, made available through the PRYPCO Mint platform, attracted 149 investors across 35 nationalities, while more than 10,700 others joined a waitlist to participate. The speed of uptake underscores growing trust in digital property ownership within the emirate's broader Property Tokenization Initiative. The feature property—a one‑bedroom apartment in Kensington Waters on Mohammed Bin Rashid City—was valued at AED 1.5 million, discounted from an estimated AED 1.875 million. Fractional ownership began at AED 2,000, enabling micro‑investing in prime Dubai real estate. This landmark offering followed an inaugural tokenisation in May 2025, which sold out within 24 hours, suggesting escalating global appetite for fractional property investments. ADVERTISEMENT PRYPCO Mint is jointly operated by the Dubai Land Department and PRYPCO, under a regulatory framework accredited by the Virtual Asset Regulatory Authority, the UAE Central Bank, and Dubai Future Foundation within the Real Estate Sandbox initiative. The blockchain infrastructure is built by Ctrl Alt on the XRP Ledger and supported by Zand Digital Bank, ensuring tokens align with official title deeds. Market data indicates robust momentum behind this pivot to tokenisation. In May, Dubai recorded total real estate sales of AED 66.8 billion, a 44 per cent increase year-on-year. The surge was driven by a 314 per cent rise in primary sales, with experts citing tokenisation as a catalyst for further growth. Scott Thiel, CEO of Tokinvest, observed that 'tokenisation will not just accompany the next record, we believe, it will help drive it,' signalling strong confidence in the emerging asset class. Dubai's roadmap for tokenised real estate charts transformative ambitions. The DLD estimates that by 2033 tokenised assets could account for 7 per cent of the city's total real estate market—equivalent to roughly US$16 billion. The first offering had drawn 224 investors from over 40 countries, with certificates of ownership now logged on the blockchain to ensure legal validity. Industry insiders have noted the implications across the investment ecosystem. Zaher El Orm, a blockchain advocate in Dubai, commented that the asset 'sold out in less than two minutes … with an average investment of around AED 10,000, a clear demonstration of the market's appetite for on‑chain, fractional property investment,' adding that title certifications were issued within hours. Earlier in the year, DAMAC Group—one of the UAE's major developers—agreed to tokenize its assets worth US$1 billion via the MANTRA platform, reinforcing Dubai's ambition to become a global digital assets hub. This aligns with regulatory updates from VARA in May extending tokenisation frameworks to real-world assets, bolstering transparency and operational efficiency. Dubai Land Department and PRYPCO are now preparing to expand PRYPCO Mint's offerings, encouraging investors to register early. Future phases aim to include international participants and onboard additional developers, scaling the initiative beyond its pilot phase. Tokenisation is reshaping Dubai's real estate landscape. By lowering barriers to entry, increasing liquidity, and embedding ownership in blockchain-secured records, Dubai is forging a path toward a digitally enabled property market that caters to both local and global investors. As the platform extends its reach, tokenised offerings may soon become a mainstream vehicle for property investment.


Arabian Post
6 hours ago
- Arabian Post
Qatar Air Force One Gift Deal Still in Limbo
Arabian Post Staff -Dubai Defense Secretary Pete Hegseth informed the Senate Appropriations Committee on 11 June 2025 that the United States and Qatar have not yet formalised any agreement transferring a Boeing 747‑8 jetliner gifted by the Qatari royal family for potential use as Air Force One. Lawmakers pressing for details were met with repeated deferrals, as Hegseth invoked security and confidentiality concerns. Senators voiced concern over the lack of transparency surrounding the gift. Senator Jack Reed of Rhode Island demanded insight into contractual terms and timeframe for retrofitting the aircraft to meet presidential standards, only to be told such information was 'not for public consumption'. The Pentagon has neither disclosed cost estimates nor identified a specific US contractor for the extensive upgrade work required, including secure communications, defensive capabilities and airworthiness certification. ADVERTISEMENT Despite earlier assurances from Air Force Secretary Troy Meink that retrofitting expenses could remain under USD 400 million, Democrats remain sceptical. Senator Chris Murphy pointed out that past Air Force One modernisation efforts have encountered significant budget escalations, sometimes reaching billions, and questioned the wisdom of funding work on a foreign jet when replacement aircraft are already in production. Republicans, including Senators Jim Risch and Roger Marshall, defended the deal, asserting that Qatar and the UAE are strong US allies and that the jet donation alleviates procurement delays with Boeing. Secretary Hegseth echoed this view, suggesting that accepting Qatar's jet could temporarily ease reliance on delayed Boeing‑built VC‑25B aircraft, though he declined to specify projected completion dates or key benchmarks. Ethical concerns persist across party lines. Opponents argue that accepting a luxury aircraft from a foreign government may trigger Foreign Emoluments Clause issues or at least generate the appearance of impropriety. Qatar, meanwhile, has maintained that the nature of the transaction is under review—possibly a lease or outright purchase rather than a gift—though final details remain unresolved. The Boeing 747‑8 in question, approximately 13 years old, features lavish interiors and advanced technology, earning it the nickname 'palace in the sky.' Converting it to a presidential transport requires secure communications suites, defensive countermeasures, and structural modifications—a process estimated to span years. While Pentagon officials suggest costs may be contained beneath USD 400 million, analysts warn that upgrades for classified systems and nuclear safety could push costs well above one billion dollars. Beyond the technical and ethical dimensions, questions remain over how accepting Qatar's jet might affect broader US defence priorities. Some argue that prioritising resources for a foreign-made interim aircraft could detract from funding the delayed VC‑25B programme, which is pivotal to modernising the presidential fleet. At the same hearing, Hegseth also dismissed calls for transparency, stating that budgetary and negotiating processes must remain classified for national security. This response intensified criticism from Democratic senators, who claim taxpayers deserve clarity on military expenditures and foreign transfers of high-value assets. Meanwhile, Senate Republicans rejected two resolutions aiming to pause arms sales to Qatar and the UAE, signalling ongoing bipartisan support for the Gulf states despite growing unease over Trump administration's foreign dealings. Republicans emphasised the strategic importance of maintaining strong defence cooperation, downplaying concerns over the aircraft gift. The debate is set to continue as the Air Force advances planning and preliminary feasibility studies. Key upcoming moments include formalisation of the memorandum of understanding, selection of retrofit contractors, and disclosure of cost and timeline projections. The outcome will test the administration's balance between diplomatic expediency, financial responsibility, and institutional transparency.