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Gulf Business
13 hours ago
- Business
- Gulf Business
Thales' Roque Carmona on its supply chain strategy and the future of procurement
Image: Supplied As the UAE continues its push to become a global hub for advanced manufacturing and sustainable industrial development, global players like Thales Group are playing an increasingly central role in shaping the region's industrial future. At the recent edition of 'Make it in the Emirates', Roque Carmona, group chief procurement officer at Thales, spoke with Gulf Business about the company's evolving supply chain strategy, the growing significance of local partnerships, and how regional ecosystems are key to long-term resilience. Carmona, who leads Thales' procurement globally, is a vocal advocate for treating suppliers not as vendors but as strategic partners. His emphasises the importance of innovation, trust, and regional capability-building. With Thales now working with 20 local suppliers through its Go to UAE initiative — up from nine in 2024 — the company's investment in the Emirates continues to deepen. Carmona's remarks also reflect broader trends shaping global procurement: regionalisation, automation, and the intensifying battle for talent. Here are excerpts from the chat. Tell us about your role and how it connects with what you're doing here in the UAE? I'm the group chief procurement officer for At Thales, we take a regional approach, creating local ecosystems not just globally, but in Europe, India, the Americas, and increasingly here in the Emirates. The UAE is an important region for us now as it grows its aerospace and With all the geopolitical tensions and post-pandemic disruptions, how has your procurement strategy adapted to stay resilient? This is our core job: navigating complexity. One key strategy we use is multi-sourcing, which means having two sources of supply in two different regions. That way, if a crisis hits — whether it's pandemic, conflict, or anything else — we're not stuck. It's about securing supply without compromising on time, quality, or cost. You call it backup; we call it second source. Technology, especially AI, is changing business across sectors. How is it influencing procurement and supply chain operations at Thales? AI and advanced technology are impacting our world in two major ways. First, by helping us capture innovation from our suppliers — some studies suggest that up to 66 per cent of innovation comes from suppliers, and I believe that. Second, through resource sourcing: finding the right technologies and capabilities in fields like cybersecurity, software development, optronics, and laser systems. It's about identifying the right partners and making sure the know-how is in place, globally and locally. Last year at Make it in the Emirates, you onboarded nine UAE suppliers under the 'Go to UAE' initiative. Where does that stand now? We've expanded from nine to 20 suppliers now. The initial group has been through a stringent qualification process, proving their ability to meet aerospace and defence standards — what we call special processes at Thales. These partners are now ready not only to serve us locally but also to expand globally. It's a sign of the UAE's industrial potential. What do you look for when evaluating suppliers, especially in this region? We look at the following factors: Industrial maturity — not just having the right machines, but the right mindset, systems, and integrity. Quality DNA — suppliers must deliver on time and to specification, every time. Competitiveness — we want partners who understand the market and continuously improve. And increasingly, we look at cybersecurity, safety standards, and ethical practices. Trust is non-negotiable in our line of work. What has stood out about the UAE's industrial and procurement ecosystem at this year's forum? The vision and support from leadership here is remarkable. The environment is business-friendly and agile. Geographically, the UAE is also well-placed — close to rare earths and with the ability to attract global talent. We're here not just to build in the Emirates, but to build for the region, and possibly support neighboring countries too. What more can the region do to attract partners like Thales? Keep investing in talent development — not just engineers, but also skilled technicians and industrial workers. Continue to fund supplier capacity and innovation, and most importantly, maintain the UAE's agile procurement model. That flexibility is what makes working here so appealing. Looking ahead, what trends do you see shaping global supply chains? Three stand out: Talent wars — every sector is competing for the right people. Regionalisation — not the end of globalisation, but a move toward regional sovereignty in supply chains. Automation and AI — they're already influencing how we work and what we deliver, especially in aerospace and defense. Finally, from a leadership standpoint, what values do you bring to your team and this mission? Be present. Know what's happening on the ground. And most of all — be agile. The world is too uncertain to stick to a single strategy. A leader today must stay flexible and open-minded. Even if you're heading in one direction, be ready to shift if needed.
Gulf Business
14 hours ago
- Business
- Gulf Business
Cohesity's Johnny Karam, Mark Molyneux on raising cyber resilience among UAE employees
Images: Supplied The UAE workforce is showing strong signs of cybersecurity readiness, outpacing their EMEA peers in areas such as threat awareness and trust in their organisations' ability to recover from attacks. That's according to new research from Cohesity, a global leader in AI-powered data security and resilience. The survey, conducted in partnership with OnePoll, captured responses from 500 full-time UAE employees, revealing that 86 percent believe they can identify a cyber threat, and nearly 90 percent trust their employer's cyber resilience. But the study also sheds light on lingering behavioural gaps, with some employees admitting they might delay reporting due to fear of blame or confusion about protocols. Cohesity leaders say this is the next frontier—empowering teams to not just recognise risks but confidently act on them without hesitation. With the UAE's national cybersecurity ambitions accelerating, businesses now need to focus on turning awareness into action. Gulf Business sat down with Your latest research shows that while 86 per cent of UAE employees believe they can identify a cyber threat, deeper knowledge still seems lacking. What does this confidence gap reveal about current training methods, and how should organisations close it? Johnny Karam: The fact that 86 percent of UAE employees feel confident in identifying cyber threats is a strong reflection of the country's focus on digital awareness. This high level of awareness reflects the UAE Cybersecurity Council's long-term investment in public education, including programs for students, women in tech, and the broader community, part of a strategy stretching from 2020 to 2030. However, our study shows that this confidence does not always translate into deeper understanding or preparedness. Many employees may recognise the signs of a potential attack but feel uncertain about what to do next. This gap reveals that current training approaches are still too focused on awareness rather than action. To close this gap, organisations need to evolve their training methods. It is no longer enough to explain what phishing or ransomware is in theory. What works best is practical, scenario-based training that prepares employees to respond under pressure. When individuals know exactly what steps to take and feel confident doing so, they become active contributors to the organisation's defence. It is about building the confidence to act, not just the ability to identify. One of the more striking insights is that fear of blame and confusion delays incident reporting. What steps can companies take to foster a culture of psychological safety and quick escalation in cybersecurity? Johnny Karam: This is one of the most human yet critical findings from our research. In the UAE, 46 percent of employees who hesitated to report a threat said it was because they feared blame or were unsure whether their concern would be taken seriously. That hesitation can be costly. In cybersecurity, delays can make the difference between containment and escalation. It's like spotting a fire in your office — no one hesitates to raise the alarm. That's the level of instinctive response we need when it comes to cybersecurity threats. Organisations need to address this by creating a culture of psychological safety, where reporting is always encouraged and never penalised, and this is where leadership plays a vital role in reinforcing that message. Employees must feel supported, and clear reporting channels should be made visible and simple to follow. Even if an alert turns out to be a false alarm, flagging it is always the right move. Encouraging early reporting and removing the stigma around it helps create a stronger, faster-responding organisation. It's also about cultural maturity. Just as the UAE focused early on education, the next phase is building psychological safety into company cultures, where 'see it, say it, sort it' becomes second nature. Ransomware continues to evolve, yet your data shows that nearly one in four employees does not fully understand it. How can organisations move from theoretical awareness to scenario-based, hands-on preparedness? Mark Molyneux: Ransomware is no longer a rare or abstract threat. It is one of the most pressing challenges facing organisations today. The fact that 86% of employees in the UAE understand what ransomware is and how it spreads shows that awareness is extremely is extremely high, which is largely due to the UAE Cyber Security Council's approach to increasing security awareness across the Emirates. But to reach the step of cyber-resilience, we need to move beyond surface-level awareness. Scenario-based training, such as simulated attacks and role-playing exercises, is far more effective in preparing employees to respond confidently and quickly. In addition, organisations can benefit from expert-led incident simulations or even partnerships with external response teams, like our Cohesity Cyber Event Response Team (CERT), to build muscle memory in high-pressure scenarios. When people are familiar with the pressure of a real-time incident, they are more likely to take the right action. Awareness is important, but preparedness is what ultimately determines whether an organisation can contain an incident or fall victim to it. What are some examples of human-centric cybersecurity training that have worked particularly well in the UAE or broader Middle East region? Johnny Karam: In this region, the most effective training approaches are those that account for cultural context and local realities. We have seen companies run phishing simulations, real-time cyber escape rooms, and role-specific drills that make the training highly engaging and memorable. These methods encourage active participation and help employees internalise what to do in the face of a threat. The strongest results come when training is localised, conducted in Arabic where relevant, aligned with regional threat trends, and inclusive of leadership participation. When executives lead by example, it reinforces the idea that cybersecurity is everyone's responsibility. We are seeing a clear shift across sectors like banking and healthcare, where security awareness is being embedded not just as a requirement, but as a core part of organisational culture. Cybercriminals are constantly evolving — how does Cohesity stay ahead of the curve? Johnny Karam: Cybersecurity is an arms race, and staying ahead takes relentless innovation. At Cohesity, we invest double the R&D of our closest competitor. That allows us to anticipate threats like AI-generated phishing and craft real-time responses, from behaviour-based access controls to early threat detection. But it's not just about tech — we work with a network of cybersecurity partners and an expert advisory board to stay on top of tomorrow's risks, today. How do these findings align with the UAE Cybersecurity Council's broader goals, and how is Cohesity engaging with regulators or national stakeholders to support these priorities? Johnny Karam: The UAE Cybersecurity Council has taken decisive steps to strengthen national cyber resilience. The emphasis on public-private collaboration and secure digital transformation aligns closely with what we are seeing in the field. Our findings reflect this momentum, for example, 67 percent of UAE employees say they would report suspicious activity directly to cybersecurity teams, which is a strong indicator of engagement and awareness. We work closely with government entities and industry stakeholders, participating in briefings, knowledge-sharing sessions, and collaborative initiatives to build operational readiness. Our AI-powered platform is aligned with the UAE's focus on proactive defence and digital trust. True resilience depends on both technology and people, and we are committed to supporting both dimensions. With hybrid work environments and increasing digital transformation across sectors, how is Cohesity helping clients in the region build not just secure infrastructure but a more cyber-aware workforce? Mark Molyneux: The shift to hybrid work has broadened the attack surface for organisations, making it even more critical to adopt an integrated approach to security. At Cohesity, we not only help our clients protect data across all environments, from on-premise systems to the cloud and edge, but we also work with them to build awareness and confidence within their teams. Our research shows that 89 percent of UAE employees trust their organisation's ability to recover from attacks, and 66 percent have received cybersecurity training in the past year. These are positive indicators. However, we aim to go further by supporting secure decision-making across every level of the organisation. This includes simplifying processes, integrating automation where possible, and ensuring that employees have both the tools and the understanding needed to respond quickly. Cyber resilience is not a department; it is a culture, and we help our clients embed it across their workforce. Tell us about Cohesity's offerings. Mark Molyneux: Cohesity is a global leader in data security and resilience, trusted by more than 13,600 organisations worldwide, including over 85 of the Fortune 100. Following our integration with Veritas' enterprise data protection business, we now offer one of the most comprehensive platforms available, capable of protecting, managing, and recovering data whether it is stored on-premise, in the cloud, or at the edge. What makes us different is how we combine advanced threat detection and rapid recovery with simplicity and ease of use. Our AI-powered solutions help organisations identify threats early, isolate incidents, and recover quickly, all while reducing complexity. In today's environment, where cyberattacks are becoming more frequent and more sophisticated, speed and reliability are essential. But we also recognise that technology alone is not enough. That is why we work closely with our customers to build security awareness, support their teams, and align with their long-term resilience goals. Cybersecurity is ultimately about protecting people, operations, and trust, and Cohesity is here to help organisations do exactly that.
Gulf Business
4 days ago
- Gulf Business
‘Left to die': British adventurer Adrian Hayes on resilience at 8,300 metres
British adventurer, author and leadership coach Adrian Hayes (66) recently returned from a perilous expedition to Kanchenjunga, the world's third-highest mountain. Known for tackling some of the planet's toughest environments – including summiting K2, reaching the North and South Poles, and crossing Greenland and the Empty Quarter – Hayes faced one of his greatest tests yet on the 8,586-metre Himalayan peak in May this year. After reaching the summit, he ran out of oxygen, broke his hand, suffered frostbite and was eventually left behind in what climbers call the 'death zone.' In this interview with Gulf Business podcast Situation Today , Hayes reflects on the experience, the mental and physical resilience it required, and how the lessons from extreme environments apply to leadership and business today. Watch the full interview here: An edited version of the interview is also posted below. What inspired you to take on Kanchenjunga? It's the third-highest mountain in the world and nearly as steep as K2, but twice as long. It's got the longest summit push from top camp to summit of any mountain. It's brutal. Not avalanche-prone like some peaks, but exhaustion and exposure are the real killers. The mountain is on the eastern Nepal border with Sikkim, close to Tibet. I served in the Gurkha Regiment years ago and used to recruit in that area. I saw the mountain 30 years ago and always told myself, 'One day.' I've been adventuring since I was 17. For me, it's always been about experience, growth and the pursuit of excellence. I had to stop for seven years to raise my daughter — my toughest challenge — but came back to it. We tried Kanchenjunga last year and didn't summit. This year was a second attempt. By all accounts, mountaineering has changed a lot over the years. Has it become too commercial or attention-driven? Yes. Most expeditions are now Sherpa-led, and social media has made everything a performance. People want to prove themselves: show they've done something impressive. It's no longer enough to run a marathon; now it's an ultra-marathon on a mountain. Everest has become a circus. There's a record for everything now: the youngest, fastest, first from a certain country. That shift happened especially after Nirmal Purja climbed all 14 eight-thousanders. It became a Netflix documentary, and suddenly, it was about flying between base camps and beating records. I think we need to get back to the core reason for doing these things: for the experience, the solitude, the clarity. And that doesn't have to be the Himalayas. The UAE mountains are fantastic too — I'm out there every winter weekend. Tell us about the summit attempt. Were you climbing alone or in a team? There were eight of us and eight Sherpas for the summit push. Earlier acclimatisation rotations were mostly solo or with a teammate. By the time we attempted the summit, only five climbers remained, and the conditions weren't great. Everything felt rushed. We left the lower top camp at 6:30 PM on May 10 and reached the summit at 2:30 PM the next day: 20 hours later. I ran out of oxygen on the way up because my Sherpa was behind me. At one point, I ended up leading. Eventually, I got oxygen back and summited strong. But I was desperate for water. READ MORE: How long can you realistically survive without adequate oxygen? You can't, really, not for long. If you're used to climbing with oxygen and it suddenly runs out, it's like pulling the plug on an electric car. You just stop. My Sherpa was inexperienced. I don't want to be harsh, but he was young. I eventually got oxygen again, and we reached the summit in horrible weather. We took a quick photo, quick video, and we started descending. That's when you injured your hand? Yes. On the descent, another climber tripped and crashed into me. I was knocked off a ledge and caught by the fixed rope, but all my weight went onto my hand. It wrapped around the rope and was basically put out of action. Descending with one hand is incredibly difficult. It took us three to four hours to descend just 200 metres. Everyone else made it back to Camp 4. Tragically, one French woman died on the way down: it was her first 8,000-metre peak. Then, I ran out of oxygen again. That's when I started suffering from HACE (high-altitude cerebral edema). I became disoriented and irrational. I told my Sherpa to leave me. I was hallucinating: seeing climbers, lights, even entire teams that weren't there. Eventually, I passed out at 8,300 metres. What was that descent like? It took more than a day to get from 8,300 to around 7,700 metres. I took a wrong turn, slid 30 metres, hallucinated villages and teammates. I talked to people who weren't there. But I kept going. Eventually, I crashed again. Then I heard a voice. A Sherpa had come up with oxygen. He clipped me in, gave me a mask, and got me down to Camp 4. The next day, we reached Camp 2, and I was airlifted out. I'm only here today because I managed to get low enough and because that Sherpa came for me. And you suffered frostbite as well? Yes, in several fingers and my right foot. It's healing. One finger is still bad, and the foot is painful. But it's a small price to pay. I've been told very few people have survived a solo descent like that from the death zone. What kept you going through this experience? Three things. First, a kind of autopilot. That instinct to get down. Second, fitness: I was in top condition. Third, belief. I've descended Everest without oxygen before. I've done big climbs. I knew it was possible. I also shut everything else out. No fear. No panic. No thinking about family. Just one focus: descend. People have asked if I'll suffer PTSD (post-traumatic stress disorder). I've relived the experience, sure, but there's no trauma. I'm just happy to be alive. You draw lessons from this for the business world too. How does that tie into your work? I've been coaching for 20 years. I'm not just a motivational speaker: I speak on leadership, growth mindset, change, risk and resilience. Resilience is a big one. Many senior execs tell me their teams lack it, especially the younger generations. We've grown up in a risk-averse culture, sanitised and wrapped in cotton wool. That has an impact. We're not teaching people how to think; just what to think. With smartphones and now AI, we've outsourced problem-solving. We've lost basic skills. People can't even navigate without GPS anymore. But life isn't always smooth. Things go wrong. The more you challenge yourself, the better prepared you are. So what advice would you give to business leaders trying to build resilience in their teams? Start with culture. Encourage honest feedback: it's the greatest gift. Get your team aligned on how you work and what culture you want. Create an environment where risk-taking is encouraged, and mistakes are seen as part of growth. Promote problem-solving and critical thinking. Encourage difficult conversations. We need people who can think independently, challenge the status quo, and communicate openly. That's how you build resilience. And finally — what's next? Will you keep climbing? This was my last 8,000-metre peak. I don't see the point in going back to chase all 14. That's been done. But I do plan to return to the 7,000-metre ranges in Tibet, India, or Nepal. Not immediately, but maybe next year. It's not about records anymore. It's about getting away from the noise, being in nature, and reconnecting. And you don't have to go to the Himalayas: the mountains in Hatta, Ras Al Khaimah, and Oman are incredible too. Pictured: Adrian Hayes on a previous expedition.
Gulf Business
7 days ago
- Business
- Gulf Business
Zanzibar's Tourism Minister on its vision for growth, GCC visitors and eco-tourism
Image: Supplied With its pristine beaches, Swahili culture, and rising appeal as a luxury destination, Zanzibar is positioning itself as a leading player in sustainable tourism. In this exclusive interview with Gulf Business , Mudrick Ramadhan Soragha, Minister of Tourism of Zanzibar, outlines the island's vision for high-value, low-impact tourism, discussing everything from strategic partnerships with Gulf nations and rising GCC visitor numbers to eco-resorts, cultural conservation, and a new digitally enabled airport terminal. Zanzibar is gaining attention as a premium beach and cultural destination. How is your tourism strategy balancing luxury development with the need to preserve the island's natural ecosystems and Swahili heritage? Zanzibar's tourism strategy is guided by the principle of 'sustainability with authenticity'. We recognise that while luxury tourism is vital to our economic growth, it must not come at the expense of our fragile marine ecosystems or our centuries-old Swahili heritage. To ensure this balance, we have implemented rigorous environmental impact assessments as a prerequisite for all developments. We actively encourage sustainable design, favoring vernacular, low-impact architecture that integrates seamlessly with the natural and cultural landscape. We are also working closely with UNESCO to safeguard heritage assets and ensure that all tourism development aligns with Zanzibar's unique cultural identity. Finally, community engagement remains central, ensuring that development uplifts local livelihoods and reflects the essence of Zanzibari heritage. Many GCC countries are investing in luxury coastal developments and year-round beach tourism. What lessons or partnerships can Zanzibar explore with Gulf nations to enhance its own beach tourism offerings sustainably ? The visionary transformation of the Gulf into a hub for year-round luxury tourism provides a compelling blueprint for Zanzibar. We are exploring bilateral partnerships with the UAE, Qatar, and Bahrain in areas such as hospitality investment, cultural exchange, and green infrastructure. The Gulf region's expertise in integrating climate-adaptive technologies, wellness and heritage experiences, and halal-friendly hospitality aligns well with Zanzibar's ambitions. Already, we are in advanced discussions with entities like Qatar's Retaj Group and other private investors in the region. We want to ensure that future investors prioritise integrating the local community and that developments will directly benefit the local population. Ways to achieve this are to employ island staff for all hotel functions and to source furniture, arts and interior design from local artisans. Our goal is to foster long-term Gulf-Zanzibar tourism investment corridors built on mutual values of innovation, sustainability, and respect for heritage. With increasing tourism from the Middle East to East Africa, how is Zanzibar tailoring its tourism products to attract high-value travellers from the GCC while maintaining authentic experiences? We are curating a suite of tourism experiences that speak directly to the preferences of Gulf travellers, particularly families, discerning couples, and faith-conscious tourists. These include ultra-private beachfront villas, halal culinary offerings, and bespoke cultural journeys that honor Zanzibar's deep Islamic heritage. We are also enhancing air connectivity and simplifying visa procedures for GCC nationals. This is why Zanzibar proactively pursued the opportunity to host the AVIADEV conference, as part of a broader strategy to attract more direct flights to the island. Yet, even as we elevate our service offering to match the expectations of high-net-worth visitors, we remain committed to preserving Zanzibar's soul, be it through traditional dhow sailing excursions, spice plantation tours, or immersive experiences. Read: Over-tourism and climate change are placing strain on coastal destinations globally. What policies or infrastructure investments is your ministry prioritising to make Zanzibar's beach tourism climate-resilient and environmentally sustainable? We are acutely aware that Zanzibar's future depends on ecological resilience. Central to our blue economy policy is our Marine Spatial Planning initiative, an ambitious coastal zoning project, in collaboration with various environmental partners, aimed at ensuring the sustainable use of marine and coastal resources. In parallel, we are upgrading waste and water management infrastructure within major tourism zones and investing in the training of local communities on sustainable best practices. We are also establishing marine protected areas and implementing coral reef restoration projects, particularly around Pemba Island—a vital biodiversity hotspot. Our long-term vision emphasises low-density, high-value tourism. By championing eco-conscious resorts over mass tourism models, we aim to protect both our environment and our cultural identity for generations to come. How is Zanzibar leveraging digital tools, eco-certifications and smart tourism strategies to remain competitive in a global market? Zanzibar is undergoing a digital transformation with the roll-out of smart visitor data systems, online licensing, and digital promotion platforms. Through a UK-funded programme we are also piloting the introduction of eco-certifications for hotels and tour operators and promoting sustainable practices via capacity building for small enterprises. By aligning with global sustainability benchmarks and embedding digital innovation, we aim to position Zanzibar as a regional leader in responsible tourism. Give us a breakdown of people visiting Zanzibar from the GCC, highlighting perhaps the UAE as well as Saudi Arabia and other key source markets. The Middle East, particularly the Gulf region, is emerging as a high-potential source market for Zanzibar. In 2024, arrivals from the UAE reached approximately 11,000, while Saudi Arabia accounted for 9,500 visitors. Collectively, Qatar, Kuwait, and Bahrain contributed an additional 6,000 tourists. These numbers place the GCC firmly within our top ten non-African source markets. Our objective is to double this volume by 2027, supported by strategic airline partnerships, destination marketing, and tailored hospitality offerings. Overall, 71.6 per cent of arrivals into Zanzibar were from Europe, with Italy, Germany, France, and Poland leading. African arrivals also grew strongly, with South Africa and Kenya showing double-digit growth. The majority of travellers (86 per cent) are Millennials and Gen Z, with an average stay of eight nights. At 98.3 percent, leisure remains the primary purpose of travel to the island. Tell us about the investment from the government towards tourism. Key investments to support the island's continued tourism growth include the construction of the new international airport terminal at Abeid Amani Karume International Airport, which has expanded the airport's capacity to 1.5 million annual passengers and enhanced air connectivity to the destination. With tourism now contributing over 27 per cent to Zanzibar's GDP, accounting for 80 per cent of its foreign exchange earnings, and sector revenues exceeding $1bn in 2024, we are also developing state-of-the-art Tourism Training Institutes to equip the local workforce with the skills needed to meet international hospitality standards. Moreover, substantial public-private investment is being directed toward eco-resorts, wellness centers, and sustainable marinas. Our heritage conservation initiatives are equally robust, and we are restoring architectural treasures in Stone Town and other cultural sites. To protect travellers and reinforce market confidence, we are introducing tourism insurance schemes and launching digital service platforms. All of these are anchored in our national vision of building a resilient, inclusive, and globally competitive tourism economy, grounded in sustainability and driven by innovation.
Gulf Business
14-07-2025
- Business
- Gulf Business
Sama X CEO on unlocking Starlink's potential in the Middle East
Amit Somani, CEO of Sama X With satellite broadband fast becoming a critical enabler of digital transformation across underserved and remote regions, Starlink has emerged as a technology that could reshape connectivity in the Middle East. In this interview, Amit Somani, CEO of Sama X, speaks to Gulf Business about what sets Starlink apart, why the company is betting big on local market adaptation, and how Sama X plans to serve governments, enterprises, and communities alike—bringing high-speed, low-latency internet to where it's needed most. There's clearly a surge in interest in Starlink technology within the Middle East today. Why do you think that is? The Middle East satellite communications market is already a multi-billion-dollar industry, with significant growth expected to continue for years to come. The region presents a vast range of requirements – from the need to connect large unserved and underserved populations in some countries to the need for better broadband internet or private networks for critical industries in remote areas in the most connected markets, such as the GCC. Standing out among the offerings in this space, Starlink provides a unique balance of premium connectivity, quality, affordability, and ease of use, which has completely shifted the equation for satellite-based broadband solutions. In many instances, extending a 5G mobile network to serve more remote use cases, whether to connect communities, government entities, or industries, is just not feasible. Fiber or microwave backhaul costs and the cost of the site itself, plus ongoing operations for what is ultimately a similar, or often less capable, solution do not make sense. Starlink easily fills that gap, bringing the total cost of ownership down significantly and offering low latency and high speed (already up to 350 Mbps downlink) with a terminal that costs as little as around $350. Even with the proliferation of more efficient, high-throughput satellites over the past two decades, older satellite solutions just could not offer such a rich value proposition. This holds true even when sharing a connection among multiple users, such as with a community Wi-Fi solution. As someone who has led numerous ventures in the satellite communications field over the last 15 years, what has drawn you personally to Sama X? Getting our world connected is a passion for me, and over the years, I have had the opportunity to work on multiple ground-breaking projects across the globe. These included driving several high-throughput satellite programs to expand broadband internet to Africa, the Middle East, and South America. Through these programs, we introduced new value propositions to bring affordable satellite connectivity to users across over 30 countries with large unserved and underserved populations, turning satellite broadband internet from a niche luxury, limited to the richest individuals and companies, to an accessible solution for all. The adoption and use cases had a real socio-economic impact on communities and nations. With Starlink, we can take this impact to another level altogether. Sama X is a bold new market entrant backed by Alghanim Industries, one of the region's most respected groups of companies, which enables it to benefit from robust financial stability, amazing resources, and an extensive regional network. This set-up presents a unique opportunity to transform business models and create new value propositions, in order to penetrate multiple segments across the region as the markets increasingly welcome Starlink and grant access. I'm excited to be working with Starlink's solutions, not only due to the company's revolutionary technology, but also due to the company's underlying mission to have a positive impact on the world. Starlink is a truly unique enterprise in our world today, with a dual bottom line, driving profitability and social impact at the same time. What benefits do customers get from Starlink – being a low Earth orbit (LEO) network – compared to other offerings in the market? As mentioned earlier, Starlink offers premium connectivity, quality, affordability, and ease of use compared to other satellite broadband internet offerings. Another clear benefit is Starlink's low latency, or minimal delay in data transmission. Starlink latency is 25-60 milliseconds, compared to up to 600 milliseconds for geostationary alternatives. Latency significantly impacts enterprises by affecting user experience, productivity, and, ultimately, profitability. For instance, high latency can hinder online transactions, reduce the accuracy of trades in financial markets, and negatively impact real-time applications, like online gaming and video conferencing. In industrial settings, low latency is crucial for applications like real-time control and automation, where even minor delays can have serious consequences. The ease of use should not be underestimated. Not only are the user terminals much more affordable, they are also simple to install and move around, making Starlink a simple and effective solution compared to more complex satellite-based offerings from other companies. Lastly, resilience is inherently built into the Starlink system, with multiple satellites in view at any point in time. In comparison, geostationary satellite links are anchored to a single satellite, often with a proprietary network layer, which makes it extremely difficult to migrate to another satellite in the event of a failure in space. How are you different from other Starlink resellers in the region? While Sama X is a globally authorised reseller of Starlink, it has a regional DNA and focus with a unique business model and tailored offering designed to serve the local needs of each market. We are going the extra mile to establish an entity in the markets where we operate and get regulatory approvals to resell Starlink at a local level, with pricing set for each country to match its economic situation. We complement Starlink's direct selling model with a local alternative. In addition, as a greenfield set-up, Sama X is not encumbered by legacy ways of doing things. Our sole focus today is on delivering Starlink solutions to our customers the way they need it – we don't use Starlink as a means to other ends or to complement other core business lines. Ultimately, we can serve all customer needs, whether local or global, and have the flexibility and focus to do so. What added value can customers expect to see from Sama X as it brings Starlink technology to market locally? At Sama X, we transform advanced technology into simple, reliable experiences for everyone – whether they know exactly what they need, or not at all. We provide our customers with tailored solutions to match their needs with in-country service, including pre- and post-sales call centers available in English and Arabic for customer and technical support, local delivery and installation teams, and Sama X representatives. The home-built Sama X customer portal, integrated seamlessly into the Starlink platform, allows us to configure and manage the connectivity solutions in real time featuring customised alerts, reports, and controls. Many of these tools can also be extended to customers, providing them greater autonomy. Who do you see as your main customers across the Middle East markets and why? Our main customers include professionals, small businesses, large enterprises, governments, and telecom operators. The region has some of the fastest adopters of technology, including AI, which requires faster speeds, lower latency, and reliability at all locations. Starlink unlocks this opportunity.
