Noha Gad

The startup journey is a thrilling race against time, talent, and competition. Founders pour everything into solving big problems, racing to turn ideas into products that change industries. In this hyper-connected era, where ideas spread faster than wildfire, stealth mode became a go-to tactic for founders who want to build without the spotlight. 

Stealth mode is not just about secrecy; it is a deliberate strategy. It means operating a startup quietly, keeping details about the product, technology, or even the company's full mission under wraps while you focus on execution. This is why many startups choose stealth mode. In today's hyper-competitive landscape, especially in fast-moving fields like AI, fintech, and deep tech, one leaked demo or viral tweet can invite rivals to race you to market. 

Why do startups operate in a stealth mode?

A stealth mode startup is a fledgling business working to bring a new product or service to market under a temporary state of secrecy. This strategy is designed to protect intellectual property — for sensitive inventions, algorithms, or biotech discoveries— limit outside scrutiny, and preserve a competitive advantage until launch. Startups also choose stealth mode to create space for focused building and to protect their edge before launch. 

Other reasons include:

• Controlling market timing andnarrative. Stealth enables founders to decide when to reveal their product and craft the story so launch day creates maximum impact.
• Fundraising and hiring strategy. For some investors, exclusivity can be a powerful tool. A stealth pitch can generate the urgency needed to close a deal. This approach is equally effective for attracting early talent who want to be part of something distinctive.
• Reducing distraction. By avoiding the spotlight, founders can keep the team focused on execution instead of chasing perception or fighting early criticism.
• Product readiness and iteration. Founders can refine a minimum viable product (MVP), test pricing and messaging, or explore design changes without the pressure of public scrutiny. Many stealth teams work with a small set of early customers or partners under confidentiality to gather targeted feedback.
• Control of public relations. When the startup is ready to launch, it can start with a strategic campaign, manage its public image, and build its reputation from scratch without a negative trail of public failures from the early stages of the project affecting it.

Types of stealth mode

Startups use different levels of stealth; each fits different needs. At the most basic level, there are two types of stealth mode:

• Total stealth. In this type, the company tries to keep all of its actions as secret as possible. To that end, the company may mislead the public about its true goals. It may maintain a website that does not disclose its personnel or location. It may even operate under a temporary name that doesn’t disclose its field of business. This mode is ideal for deep-tech, cybersecurity, AI, biotech, and patent-heavy startups.
• Partial stealth is lighter. The company shares some basics, such as product, funding, and clients, but keeps key details secret. This mode enables the startup to recruit talent publicly, while maintaining operational secrecy. It perfectly fits software-as-a-service (SaaS), fintech, and consumer startups that need brand presence but want to protect specific aspects.

The other types include:

•  In-company stealth. This mode involves an established company developing a new idea or product in secret. In such cases, the organization may either keep the project completely confidential or unveil it internally, ensuring it remains hidden from the public and the media.
• Time-based stealth. Startups often adopt this type in their earliest stages to develop and test concepts out of the public eye. Once the product is ready, the company launches it but then enters a quiet period, focusing on refining the offering based on feedback from its initial users.
• Brand stealth: It involves testing products quietly with customers while deliberately avoiding public brand-building. This approach is particularly well-suited to B2B tools and services.

Why stealth mode can hold startups back

Although stealth mode helps protect ideas, it can slow the startup down. Here are the main risks.

• Limited customer feedback. Gathering feedback in the early stages makes it easier to decide what works and what does not. That is why stealth mode startups often rely on input and consultations with experts, stakeholders, investors, or innovative testing methods.
• Challenges attracting funding. The secrecy of stealth mode startups makes finding and attracting investors challenging. For startups, it is harder to approach and convince investors without client feedback or publicity.
• Attracting attention. While stealth mode provides the benefit of being able to manage public image more easily, it also means that before the official launch and becoming more public, the company did not attract much organic attention. Thus, the launch campaigns and the activities after the official launch require more resources and effort from the marketing and PR teams compared to those startups that gain attention and become known while still developing their products. 

Finally, stealth mode is a strategic choice, not a permanent state. While it offers vital protection for ideas and focus during fragile early stages, founders must recognize when it is time to lift the veil. The ultimate goal is not secrecy; it is building something worth revealing. Used wisely, stealth provides the runway to refine, protect, and prepare. Used too long, it can starve a startup of the feedback, talent, and momentum it needs to truly take off.

Kholoud Hussein 

When a UAE-born startup secures an eight-figure, all-cash acquisition from a San Francisco investor backed by one of America’s wealthiest business dynasties, it signals more than commercial success. It signals maturity in the region’s technology ecosystem.

That is precisely the case with AlgoDriven, the automotive AI data platform acquired by Emergence, whose backer, The Pritzker Organization, manages the business interests of the Pritzker family, known globally for building the Hyatt Hotels Corporation brand.

Operating in the $1.6 trillion global used car market, AlgoDriven analyzes over $25 billion worth of vehicles annually across 1,000 dealerships in 10 countries. It is also the market leader in Australia, where one in three used cars sold is processed through its technology. But the next phase of growth may be even more significant — particularly in Saudi Arabia.

As the Kingdom accelerates automotive sector digitization under Vision 2030, and as dealership groups consolidate and modernize operations, demand for transparent, AI-powered pricing infrastructure is rising sharply. For investors, the question is no longer whether the Gulf can produce scalable tech exits. It is whether companies like AlgoDriven can turn regional dominance into global category leadership — with Saudi Arabia as a strategic growth engine.

In an exclusive interview with Sharikat Mubasher, CEO Glenn Harwood discusses valuation drivers, GCC capital deployment, expansion plans in the Kingdom, and how the company plans to leverage new ownership to deepen its AI capabilities and geographic footprint.

AlgoDriven has been acquired in an eight-figure, all-cash deal by Emergence. From an investor perspective, what were the primary value drivers behind the transaction — revenue growth, recurring contracts, proprietary datasets, or market dominance?

As a starting spot, financial metrics drove value, such as revenue, revenue growth, and profitability.  Of course, there is nuance to all these metrics, and that is where things like recurring contracts, churn, team, proprietary data sets, and product quality all factor in.

Revenue has increased fivefold since your 2021 Series A. How sustainable is that growth trajectory, and what does your forward revenue visibility look like across the GCC?

Demand is still strong for our products, and as we continue to roll out more AI-driven offerings, we see that continuing.  On top of that, many of the GCC markets are growing – population is increasing, GDP growth is strong, and people continue to buy more and more cars.  While that remains the case, we expect strong revenue growth to continue.

How strategically important is Saudi Arabia within your GCC footprint, and what proportion of your future regional investment will be directed toward KSA?

KSA is very important within both our existing footprint and our growth plans.  We’ve seen significant changes in the new and used car markets in the Kingdom over the past few years, and we expect this to continue in the coming years.  We’re continuing to customise and adapt our product to suit that market, and as well as having more on the ground support for our customers their too.

What concrete expansion plans do you have for Saudi Arabia over the next 24–36 months, in terms of headcount, partnerships with major dealership groups, or product localization?

We already have a strong footprint in KSA and a solid sales pipeline of dealership groups looking to adopt our products.  We’re rolling out new features around vehicle pricing specific to the KSA market, as well as more integrations to have a deeper understanding of vehicle history in the Kingdom.  We expect our presence there to continue to grow.

Saudi Arabia is undergoing a rapid automotive sector transformation under Vision 2030. How large do you estimate the addressable market for AI-powered used car analytics in the Kingdom?

The numbers we’ve seen suggest the car sales market in the Kingdom could grow by up to another 50% by 2030 for where it is now. On top of that, the official dealers are becoming increasingly focused on the used car sector.  Based on these two factors, we anticipate exponential growth in demand for our AI products to help drive this adoption.

You analyze more than $25 billion worth of used vehicles annually. How does deeper penetration in the Saudi market enhance your data advantage and strengthen barriers to entry?

There is a real network effect from using our product. The more cars we value, the more data we accumulate, and the more accurate our valuations become.  Car dealers can also share and auction cars between them on our platform – the more dealers who adopt our solution in Saudi makes the more valuable the platform becomes for all of them.

Your early investors, including Global Ventures, Oman Technology Fund, and Oraseya Capital, have now achieved a full cash exit. What signal does this send about liquidity and exit maturity in the GCC startup ecosystem?

I think it is great to see more exits in the region, particularly from US private equity firms.  For many startups, private equity is a great opportunity to exit and provide liquidity to early investors.   I believe this is an important trend for US PE firms to look internationally for targets, especially in the region.

Under the backing of The Pritzker Organization, how do you see AlgoDriven evolving — remaining a pure data platform, or expanding into broader automotive fintech infrastructure across Saudi Arabia and the wider region?

The focus over the next few years is on doing more of what we’re already great at – doubling down on our software offerings for car dealers. Additionally, we intend to leverage their existing network to continue to grow internationally.

Kholoud Hussein 

In startup boardrooms, few numbers are quoted as frequently as run rate. It appears in investor decks, funding announcements, and growth projections. It can signal momentum or mask volatility. Yet despite its popularity, the run rate is often misunderstood.

At its core, run rate is a projection. It takes a company’s current revenue performance over a short period — typically a month or a quarter — and extrapolates it over a full year. If a startup generates $500,000 in revenue in one month, its annual run rate would be $6 million. The assumption is simple: if performance continues at the current pace, that is the revenue the company would generate over 12 months.

The appeal lies in its clarity. Run rate offers a fast snapshot of scale. For high-growth startups, particularly those in SaaS, fintech, or marketplace models, it provides a forward-looking signal that annual historical revenue cannot yet show.

But run rate is not the same as annual revenue. It is a forecast based on present conditions. And those conditions can change quickly.

Why Run Rate Became a Startup Staple

In early-stage companies, historical financial data is limited. A startup may have been generating meaningful revenue for only a few months. Investors evaluating growth potential need a metric that reflects the current trajectory rather than incomplete annual statements.

Run rate fills that gap.

For subscription-based businesses, especially SaaS startups with recurring revenue models, run rate can be particularly meaningful. Monthly Recurring Revenue (MRR) multiplied by 12 creates an Annual Recurring Revenue (ARR) run rate, offering investors a clean benchmark to compare companies at similar stages.

This comparability is one reason the run rate has become embedded in venture capital conversations. It creates a common language.

The Strategic Value of Run Rate for Startups

Beyond investor communication, run rate has operational value.

First, it forces discipline around revenue tracking. Startups that monitor run rate monthly develop a sharper understanding of sales velocity, churn, and pricing impact. If MRR increases steadily, leadership gains confidence in scaling marketing spend or expanding headcount. If it stagnates, corrective action can be taken quickly.

Second, run rate influences valuation. Many venture-backed startups are valued as a multiple of revenue, particularly ARR. A company with a $10 million run rate may command a significantly higher valuation than one at $5 million, even if both are unprofitable. In growth markets, revenue scale often outweighs short-term earnings.

Third, run rate helps in financial planning. Forecasting hiring, product development, and geographic expansion depends on predictable revenue streams. While not a guarantee, a stable run rate provides a framework for modeling cash flow scenarios.

The Risk of Misinterpretation

Despite its usefulness, run rate can be misleading when used without context.

A strong single month can inflate projections. A seasonal spike may not repeat. A one-time enterprise deal can distort averages. For startups in volatile sectors, the run rate may exaggerate stability.

This is why experienced investors look beyond the headline number. They examine revenue consistency, customer retention rates, and growth sustainability. A $12 million run rate built on stable subscriptions carries more weight than the same figure driven by sporadic transactions.

Run rate also does not account for costs. A company can show impressive revenue momentum while burning cash at an unsustainable rate. For startups, growth without efficiency can shorten the runway rather than extend it.

When Run Rate Is Most Meaningful

Run rate is most reliable when revenue is recurring, and churn is low. SaaS companies, subscription platforms, and fintech service providers benefit most from this metric. In these models, predictable cash flow strengthens the accuracy of annualized projections.

Marketplace startups can also use run rate effectively, particularly when transaction volumes show consistent upward trends. However, in cyclical industries, caution is warranted.

A Tool, Not a Guarantee

For founders, run rate should be treated as a strategic tool rather than a marketing headline.

It can help align teams around growth targets. It can signal readiness for funding rounds. It can support expansion planning. But it should always be paired with deeper metrics: gross margins, customer acquisition cost, lifetime value, and churn.

In disciplined startups, run rate becomes part of a broader financial narrative. It shows trajectory, not destiny.

To conclude, run rate endures because it answers a fundamental startup question: if we continue at this pace, how big can we become?

It offers clarity in early growth stages when historical data is thin. It translates monthly momentum into an annual scale. And in capital markets that reward speed and traction, that translation matters.

Yet the smartest founders understand its limits. Run rate reflects today’s performance extrapolated into tomorrow. It assumes continuity in a business environment defined by uncertainty.

Used wisely, run rate is a signal of momentum. Used carelessly, it becomes a projection detached from operational reality.

For startups navigating growth, the difference between those two outcomes can be decisive.

Ghada Ismail

Saudi Arabia is quietly entering a new demographic chapter. While the Kingdom remains widely known for its youthful majority—with more than 70 % of citizens under the age of 35—another segment of the population is steadily expanding: older adults. According to the General Authority for Statistics (GASTAT), about 1.7 million people aged 60 and above now live in the Kingdom, representing roughly 4.8 % of the total population in 2025. 

This shift is subtle compared with global aging trends but significant enough to influence how healthcare, social services, and digital technologies are designed and delivered. The World Health Organization and Saudi health authorities define the elderly as individuals aged 60 years or above, a demographic that is expected to grow in the decades ahead amid rising life expectancy and improvements in healthcare access. 

Across homes, clinics, and digital platforms, artificial intelligence (AI) is beginning to play a meaningful role in enhancing seniors’ quality of life, helping them remain independent, connected, safe, and engaged in ways that align with Saudi cultural values and Vision 2030 priorities.

Aging and Its Challenges

Aging often brings layered challenges. Chronic disease management, reduced mobility, memory changes, and social isolation can gradually erode independence. Traditional care systems, heavily reliant on family or institutional support, are increasingly stretched amid smaller household sizes and urban lifestyle shifts. In Saudi Arabia, these concerns are compounded by a healthcare environment preparing for the future dynamics of a longevity economy.

Yet many older Saudis are actively engaged both socially and digitally. GASTAT’s 2025 Elderly Statistics Bulletin shows that over 60 % of elderly Saudis participate actively in social events, with 63.4 % of men and 57.3 % of women reporting regular activity. Additionally, high rates of digital engagement—where about 87 % of elderly men and 78 % of elderly women use smartphones or computers—reflect a population already comfortable with basic technology. 

Wearables: Personalized, Continuous Support

One of the most visible intersections of AI and elder care is through wearables, smart devices capable of continuous monitoring and predictive analysis. These devices use machine learning to track vital signs such as heart rate, movement, sleep patterns, and irregular activity. The real value lies in algorithms that can detect deviations from personal norms and alert caregivers or family members before small issues become emergencies.

A notable Saudi startup leading innovation in this space is Me’kaaz, which has developed AI-enabled wearable solutions tailored to senior care. Rather than serving merely as emergency alerts, Me’kaaz’s technology focuses on early detection and prevention. It captures subtle changes in activity or routines that may signal emerging health problems—whether related to mobility, cardiovascular health, or daily function—helping families and clinicians intervene proactively.

Importantly, these technologies are linguistically and culturally localized for Saudi users. AI interfaces support the Arabic language and sensory cues that feel natural and respectful, ensuring seniors can interact comfortably with devices. This cultural resonance is crucial in a society that emphasizes family involvement and dignity in elder care.

AI Companions and Social Connectivity

Physical health is part of the picture, but emotional well-being is equally important. Loneliness and social isolation have been linked globally to depression and cognitive decline, particularly among seniors living alone or with limited mobility.

AI-powered digital companions are entering this space as well. These systems combine conversational capability with reminders, mental exercises, and engagement tools designed to keep elderly users mentally stimulated and socially connected. Me’kaaz and other innovators are exploring how these companions can deliver culturally relevant content, including religious and community-oriented interactions, enriching everyday life for seniors who may spend long hours alone.

Such AI companions are not a replacement for human interaction, but a supplemental presence, especially valuable for those whose families live at a distance or have demanding work schedules.

Training for an AI-Enabled Life

Technology adoption does not begin with advanced gadgets; it begins with confidence. Recognizing this, national and private initiatives in Saudi Arabia are increasingly focusing on digital literacy for older adults.

A notable example is the collaboration between Huawei Technologies and stc Group, which launched a senior-focused training program under Huawei’s global “Education for All” initiative. The program’s SmartTruck serves as a mobile digital classroom, traveling across regions of the Kingdom to deliver free, hands-on training for people aged 50 and above.

These workshops cover practical digital skills: using smartphones, accessing online services, understanding digital safety and fraud protection, and navigating AI-enabled tools. In its early phase, the initiative trained more than 2,000 seniors through over 150 workshops, underscoring strong enthusiasm among older adults for digital skill-building when instruction is accessible and age-appropriate.

While these sessions don’t teach deep AI theory, they build foundational confidence. For seniors, learning to interact safely with digital systems reduces anxiety, increases participation, and lays the groundwork for more sophisticated AI engagement, whether through telemedicine, smart wearables, or digital communities.

AI in Healthcare Systems

AI’s role is expanding beyond the home into broader healthcare delivery. Hospitals and clinics across the Kingdom are using AI tools for diagnostics, predictive analytics, and remote monitoring—beneficial for senior patients managing chronic conditions.

AI can help clinicians identify high-risk patients sooner, personalize treatment plans, and reduce unnecessary hospital visits. For seniors, this means more tailored care with less physical strain, particularly for those managing conditions like diabetes, hypertension, or cardiovascular issues.

Government entities such as the Saudi Data and Artificial Intelligence Authority are central in shaping ethical AI deployment across sectors, including healthcare. Professional bodies like the Saudi Association for AI and Healthcare are also contributing research and education frameworks to align AI adoption with clinical standards and ethical guidelines.

Cultural and Ethical Dimensions

Despite the promise, challenges persist. Not all seniors have equal access to smartphones, high-speed internet, or ongoing support, particularly in rural areas. Digital inequality remains a real barrier to the full potential of AI adoption.

Privacy concerns also loom large. AI elder-care systems rely on sensitive personal data—from biometric readings to behavior patterns—making data protection and transparency essential. Ensuring that seniors understand how their data is used and protected is particularly important in a society where privacy and family reputation are highly valued.

Cultural compatibility remains key as well. AI systems must respect Saudi social norms, language nuances, and religious practices. Solutions that feel foreign or disconnected from daily life are unlikely to gain traction, regardless of their technical sophistication.

Looking Ahead

Saudi Arabia’s broader AI ecosystem—strengthened by national strategic investments, research institutes, and innovation incentives—provides fertile ground for senior-focused technologies. Future developments are likely to include more advanced predictive care models, AI-assisted cognitive health tools, and deeper integration between home-based systems and national healthcare platforms.

Demographic data indicate that the proportion of older adults in Saudi Arabia is modest but growing. According to GASTAT’s 2025 Elderly Statistics Bulletin, people aged 60 and above currently represent about 4.8 % of the population, with men slightly outnumbering women in this age group. While still a small share, demographic trends suggest this segment will expand in the coming decades as life expectancy rises and fertility rates decline, reflecting broader global aging patterns. This gradual increase highlights the need for proactive planning, innovative care models, and policies that embrace technology while maintaining human dignity and social inclusion.

Embracing Aging with Intelligence

AI for senior citizens in Saudi Arabia is no longer a theoretical concept; it is taking shape now through wearable devices, digital engagement programs, and healthcare innovations that respect cultural values. These technologies complement family care, empower seniors to stay connected, and enhance their ability to live independent, fulfilled lives longer.

By investing in localized tech solutions, digital literacy training, and ethical AI frameworks, Saudi Arabia is fostering an environment where aging with intelligence and intention is possible. For the Kingdom’s older adults, this means accessing tools that enrich daily life—while retaining the autonomy, dignity, and social bonds that define Saudi culture.

Ghada Ismail

Most startups don’t fail because they lack ideas. They fail because they misjudge how efficiently they turn what they own into revenue.

In the rush to grow, founders often focus on how fast money is coming in, while paying far less attention to how hard their assets are actually working. Office space sits half-used. Software tools pile up. Teams expand faster than output. On paper, the startup looks like it’s growing. In reality, its engine may be inefficient.

This is where the Asset Turnover Ratio quietly steps in. It doesn’t care about hype, valuation, or future promises. It asks one simple, uncomfortable question: How much revenue are you actually generating from the assets you already have? For startups operating on limited capital and tight runways, the answer can be revealing, and sometimes alarming.

What Is Asset Turnover Ratio?

The Asset Turnover Ratio measures how efficiently a business uses its assets to generate revenue. It shows how much revenue is produced for every unit of assets owned by the company.

The formula is simple:

Asset Turnover Ratio = Revenue ÷ Average Total Assets

If a startup generates SAR 2 million in revenue and holds SAR 1 million in total assets, its asset turnover ratio is 2. This means the company generates SAR 2 in revenue for every riyal invested in assets.

In general, a higher ratio indicates stronger operational efficiency, while a lower ratio suggests that assets may not be used to their full potential.

Why Asset Turnover Ratio Matters for Startups

Startups rarely have excess resources. Capital is limited, margins are thin, and every investment—whether in people, technology, or infrastructure—needs to prove its value quickly.

The asset turnover ratio helps founders understand whether their business model is genuinely efficient or simply growing heavier over time. It highlights whether assets are actively contributing to revenue or quietly becoming cost centers.

For investors, this metric offers insight into execution quality. A startup that generates strong revenue relative to its asset base signals discipline, thoughtful scaling, and smarter capital allocation, qualities that matter far more than growth alone.

Interpreting High and Low Asset Turnover Ratios

A high asset turnover ratio often reflects a lean, well-optimized business. Digital startups, SaaS platforms, and marketplace models typically perform well because they generate revenue without heavy physical infrastructure. High turnover suggests that the startup is maximizing output from minimal resources.

A low asset turnover ratio is not necessarily a red flag on its own. Asset-heavy startups in sectors such as manufacturing, logistics, or hardware development often show lower ratios, especially in early stages. The real concern arises when assets continue to grow while revenue lags behind, signaling inefficiencies or premature expansion.

What matters most is what happens next. Improving turnover over time indicates that the startup is learning how to scale more efficiently.

How Startups Can Improve Asset Turnover

Improving asset turnover is not about cutting costs aggressively. It is about making smarter decisions with existing resources.

Startups can focus on increasing revenue before acquiring new assets, delaying major capital expenditures until demand is validated, and outsourcing non-core functions instead of owning everything in-house. Regularly reviewing underperforming assets—whether tools, systems, or physical resources—also helps prevent unnecessary drag on performance.

Ultimately, the goal is not to own fewer assets, but to ensure that every asset actively supports growth.

Putting Asset Turnover in Context

No single metric tells the full story. Asset turnover should be viewed alongside profitability, cash flow, and growth indicators. A startup can be efficient but unprofitable, or profitable but inefficient. The real insight comes from understanding how these metrics work together.

For founders, asset turnover serves as a reality check. It keeps ambition grounded in execution and encourages smarter scaling rather than reckless expansion.

Wrapping Things Up…

At its core, the asset turnover ratio is not just a financial metric, but rather a discipline check.

It forces founders to ask whether growth is being built on smart execution or on accumulating more resources than the business can justify. High turnover reflects a startup that knows how to extract value before spending more. Low turnover, if ignored, quietly erodes runway long before cash flow problems become obvious.

In a startup landscape where capital is no longer unlimited, the businesses that survive will not be the ones that own the most assets, but the ones that use what they own best.

Ghada Ismail

As artificial intelligence moves from experimentation to enterprise-wide deployment, Egyptian organizations are entering a decisive phase of digital transformation. In this interview, Hossam Seifeldin, Executive Vice President and CEO of Capgemini in Egypt, shares his perspective on how generative and agentic AI are set to reshape operations, competitiveness, and talent development over the next five years.

Drawing on Capgemini’s expanding footprint in Egypt and its role as a global delivery hub, Seifeldin discusses the technologies poised to have the greatest impact, how consulting and technology firms must adapt their business models in an AI-driven economy, and what truly differentiates Capgemini’s approach to digital transformation. He also highlights the company’s growing focus on youth empowerment, skills development, and public-private partnerships as Egypt positions itself as a regional hub for advanced technology and innovation.

Generative and agentic AI are reshaping enterprise operations globally. How do you expect these technologies to transform Egyptian organizations over the next five years?

We are entering a new phase where AI is no longer experimental; it is a practical, scalable driver of real business value. Over the next five years, generative and agentic AI will reshape how Egyptian organizations operate, make decisions, and engage with customers.

Globally, companies moving from pilots to full-scale AI deployments are seeing measurable returns, with average ROI of 1.7x and cost reductions of 26–31% across functions like finance, supply chain, HR, and customer operations. AI is now a strategic business asset delivering efficiency and growth simultaneously.

Sectors such as banking, telecom, healthcare, retail, and especially hospitality and tourism — a cornerstone of Egypt’s economy — will benefit significantly. In tourism, AI can enable personalized visitor journeys, immersive experiences, predictive destination management, and sustainable resource planning. Initiatives like our “Hack the Future of Tourism in Egypt… Make it Real!” engage students to create practical AI solutions, from virtual tour guides to smart travel platforms.

Ultimately, AI will help Egyptian organizations compete globally, unlock new services and revenue streams, and foster a culture of continuous innovation, positioning Egypt as a growing hub for AI-driven transformation.

How is Capgemini evolving its business model to remain competitive amid accelerated AI adoption across industries?

Capgemini is evolving through a multi-dimensional strategy designed to lead in an AI-driven economy. We are investing heavily in advanced AI, cloud, and data capabilities while strengthening partnerships with global technology leaders and local institutions.

In Egypt specifically, we are establishing a dedicated AI Center of Excellence that brings together elite solution architects, data scientists, and engineers to deliver end-to-end AI solutions to global clients. This reinforces Egypt’s role as a global delivery hub for innovation and advanced technology services.

We are equally focused on talent. Since launching operations in Egypt in 2022, our team has grown from 40 to more than 1,000 professionals, with plans to reach 1,700 by the end of 2026. Through continuous reskilling and programs such as our Young Professionals Program, we are ensuring our workforce can design and implement responsible, scalable AI solutions that deliver measurable value for clients worldwide.

What emerging technologies do you see as most transformative for your clients over the coming period of time? How is Capgemini preparing for these shifts?

While generative and agentic AI remain at the forefront, several complementary technologies will be highly transformative for our clients, including advanced analytics, immersive technologies such as AR and VR, edge computing, blockchain, and in the longer term, quantum computing.

Capgemini is preparing by investing in innovation labs, strengthening collaboration with universities and startups, and expanding research and development capabilities. With our proven methodologies and deep industry knowledge, we partner with leaders to turn AI into a competitive advantage and a driver of sustainable growth.

In your view, what differentiates Capgemini’s approach to digital transformation from other major consulting and technology services firms?

What truly differentiates Capgemini’s approach to digital transformation is that we see technology not as an end goal, but as a human-centric enabler of sustainable business and societal impact.

We deliver end-to-end transformation — from strategy and design to implementation and scaling — ensuring measurable outcomes and long-term value for our clients. What makes our Egypt operations particularly distinctive is our role as a global delivery gateway: from here, we provide 24/7 services in multiple languages and support clients across diverse sectors, including telecom, retail, pharmaceutical and hospitality.

By combining global expertise with strong local talent and ecosystem partnerships, Egypt has become a strategic hub for Capgemini, enabling us to deliver high-value digital and AI solutions worldwide while developing future-ready capabilities locally.

How has the increasing adoption of AI by competitors influenced your strategic priorities?

The rapid adoption of AI across industries has reinforced the importance of speed, innovation, and differentiation. It has accelerated our investments in AI capabilities, talent development, and industry-specific solutions that deliver measurable outcomes.

Rather than viewing competition solely as a challenge, we see it as a catalyst for continuous innovation. It pushes us to refine our offerings, deepen our partnerships, and ensure that our clients are not only adopting AI but leveraging it strategically to lead in their sectors.

Our priority remains clear: to deliver practical, scalable AI solutions that create business value while positioning Egypt as a global hub for digital innovation and advanced technology services.

How do you think you can empower youth and young entrepreneurs through your business tech offerings?

Through initiatives like the “Hack the Future of Tourism in Egypt… Make it Real!” hackathon, we are connecting innovation with practical training. Multidisciplinary student teams are developing AI-driven solutions such as virtual tour guides, smart travel platforms, immersive storytelling experiences, and predictive analytics tools that enhance visitor experiences while preserving cultural heritage and sustainability.

The top three teams will join our six-month Young Professionals Program, where they will receive intensive hands-on training, mentorship from global and local experts, and direct exposure to real client projects, with a clear pathway to employment upon completion.

Beyond individual programs, our broader commitment is to build a generation of tech-enabled innovators who can lead Egypt’s digital transformation. By investing in skills, mentorship, and real-world experience, we help young talent move from creative ideas to meaningful careers that support Egypt’s Vision 2030 and its ambition to become a global digital and innovation hub.

This commitment is strengthened through robust public-private partnerships. Most recently, we signed memorandums of understanding with ITIDA and ITI to expand our presence and train 300 young engineers through the ServiceNow program, supporting a national initiative expected to create 70,000 new jobs and further position Egypt as a global hub for technology and outsourcing services.

Through collaborations with government entities, academic institutions, and global technology partners, we are not only creating career pathways for young talent but also strengthening Egypt’s role as a strategic gateway for high-value digital and AI services worldwide.

Kholoud Hussein 

For decades, Saudi Arabia was viewed primarily through the lens of hydrocarbons. Today, it is increasingly positioning itself as a capital provider and policy driver in the global climate finance landscape. The shift is neither rhetorical nor symbolic. It is structural, anchored in fiscal capacity, sovereign strategy, and a deliberate attempt to align energy transition goals with long-term economic diversification.

At the center of this transformation stands the Public Investment Fund (PIF), supported by national policy under Saudi Vision 2030. Together, they are shaping how capital flows into renewable energy, carbon management, sustainable infrastructure, and climate-aligned technologies both domestically and internationally.

The scale of ambition is significant. What is emerging is not simply an environmental strategy, but a financial architecture designed to mobilize and deploy climate-linked capital at scale.

From Energy Producer to Climate Capital Allocator

Saudi Arabia’s climate finance trajectory is closely tied to its economic diversification agenda. Under Vision 2030, the Kingdom aims to generate 50 percent of its electricity from renewable sources by 2030. Achieving that target requires not only infrastructure but structured financing mechanisms capable of attracting domestic and international investors.

PIF, whose assets under management exceed $700 billion according to its most recent annual disclosures, has increasingly embedded sustainability criteria into its investment strategy. In 2022, the fund established a Green Finance Framework aligned with international standards, enabling it to issue green bonds and sukuk dedicated to environmentally sustainable projects.

Since entering the green debt market, PIF has raised billions of dollars earmarked for renewable energy, sustainable water management, clean transportation, and green buildings. These issuances signal to global markets that Saudi Arabia intends to participate in climate finance not merely as a policy beneficiary, but as an issuer and allocator of capital.

Saudi Finance Minister Mohammed Al-Jadaan has repeatedly emphasized that economic diversification and sustainability are intertwined. The transition to a greener economy, he has noted in international forums, represents a structural growth opportunity rather than a constraint.

The Saudi Green Initiative and Capital Deployment

The Saudi Green Initiative provides the policy umbrella for much of the Kingdom’s climate finance activity. Announced in 2021, the initiative includes commitments to reduce carbon emissions, expand renewable energy capacity, and plant billions of trees across the region.

Saudi Arabia has pledged to achieve net-zero emissions by 2060 through a circular carbon economy approach, which integrates carbon reduction, reuse, recycling, and removal. This model allows the Kingdom to invest simultaneously in renewables, carbon capture, and hydrogen technologies.

Recent government disclosures estimate that Saudi Arabia plans to invest more than $180 billion toward sustainable development and climate-related projects by 2030. This includes renewable power generation, grid expansion, energy efficiency upgrades, and emerging technologies such as carbon capture and green hydrogen.

Energy Minister Prince Abdulaziz bin Salman has consistently framed the transition as pragmatic and investment-led, emphasizing that emissions reduction and energy security must advance together.

Hydrogen, Renewables, and the Scale of Investment

One of the most capital-intensive components of Saudi Arabia’s climate finance deployment is green hydrogen. The PIF-backed NEOM Green Hydrogen Company is developing what is projected to become one of the world’s largest green hydrogen production facilities. The project carries an estimated investment value of approximately $8.4 billion and is expected to produce up to 600 tons of carbon-free hydrogen per day upon completion.

Beyond hydrogen, Saudi Arabia has awarded contracts for multiple gigawatts of solar and wind projects under the National Renewable Energy Program. Renewable energy investments alone are projected to exceed $50 billion over the next decade as the Kingdom scales toward its 2030 electricity targets.

Battery storage is also expanding rapidly. As renewable penetration increases, large-scale storage projects are being deployed to stabilize the grid and manage intermittency. These systems require sophisticated financing structures, creating space for blended finance models that combine sovereign backing with private capital participation.

Financial Markets and Green Instruments

Climate finance in Saudi Arabia is not confined to sovereign spending. Domestic banks are increasingly offering sustainability-linked loans and green sukuk to fund clean energy, sustainable real estate, and energy efficiency projects.

The Saudi Exchange has strengthened ESG disclosure requirements, encouraging listed firms to align with global reporting standards. Institutional investors, both domestic and international, are now integrating climate risk assessments into portfolio strategies.

This evolution is critical. Climate finance, to scale effectively, must move beyond public expenditure and become embedded in mainstream financial markets. Saudi Arabia appears intent on building that ecosystem.

The Startup Ecosystem: Innovation Within the Climate Economy

While sovereign funds provide scale, startups provide agility. Saudi Arabia’s expanding climate finance architecture is generating opportunity for early-stage companies operating in emissions tracking, energy optimization, sustainable mobility, and resource efficiency.

CarbonSifr is one example. The company offers carbon accounting platforms that allow businesses to measure and manage their emissions footprint. As regulatory and investor scrutiny increases, demand for credible emissions data is growing.

Similarly, NOMADD focuses on digital energy performance solutions, helping industrial clients optimize energy consumption and reduce waste. These efficiency gains translate directly into emissions reductions and cost savings.

Other startups are working in water management, smart grid analytics, and AI-driven infrastructure optimization. As Saudi Arabia expands renewable capacity and sustainable urban development projects, demand for these technologies is expected to rise.

Venture capital flows into the Kingdom have grown steadily in recent years, and climate tech is emerging as a distinct vertical. The combination of sovereign backing, regulatory clarity, and market scale gives Saudi startups operating in climate-related sectors strong growth potential over the coming decade.

Market Outlook and Investment Projections

Saudi Arabia’s climate finance trajectory is no longer speculative. It is measurable, multi-layered, and accelerating.

Independent market estimates project that the Kingdom’s renewable energy sector alone could exceed $12 billion annually within the next decade, driven by large-scale deployments of solar, wind, and battery storage. When hydrogen, carbon capture, grid modernization, water sustainability, green construction, and energy efficiency upgrades are included, cumulative climate-aligned investments could reasonably surpass $200 billion by the early 2030s.

However, the composition of this investment is what matters most.

1. Utility-Scale Renewables: Scale With Secondary Markets

Saudi Arabia’s target of generating 50 percent of electricity from renewables by 2030 implies adding tens of gigawatts of capacity over the coming years. Utility-scale solar projects remain the backbone of deployment, supported by wind farms in strategically viable regions.

Projected capital allocation in this segment over the next decade is expected to exceed $50–70 billion, including grid integration and storage infrastructure.

While large developers and sovereign-backed entities dominate project execution, this scale creates secondary markets that startups can serve, including:

• Asset performance monitoring
• AI-based solar yield forecasting
• Predictive maintenance platforms
• Drone-based inspection systems
• Grid balancing software

As renewable penetration increases, grid complexity rises. Startups specializing in optimization algorithms, demand forecasting, and distributed energy management systems are well-positioned to scale alongside infrastructure expansion.

2. Hydrogen and Industrial Decarbonization: High Capital, High Complexity

Green hydrogen represents one of the most capital-intensive pillars of Saudi Arabia’s climate strategy. Beyond the estimated $8.4 billion investment in the NEOM hydrogen facility, additional projects are expected across industrial clusters.

Hydrogen production is only the beginning. The broader ecosystem includes:

• Electrolyzer manufacturing
• Storage and transport solutions
• Export logistics
• Industrial conversion systems
• Carbon capture integration

This complexity creates a fertile environment for startups developing niche technologies such as efficiency optimization software for electrolysis, hydrogen-compatible materials, or digital tracking systems for carbon intensity certification.

Industrial decarbonization more broadly — including cement, steel, petrochemicals, and refining — presents another major investment wave. As Saudi industries face global pressure to reduce embedded carbon in exports, climate-tech startups offering emissions analytics, carbon capture enhancements, and process optimization tools may see sustained demand.

3. Carbon Markets and ESG Infrastructure

Saudi Arabia’s circular carbon economy framework signals growing interest in carbon management mechanisms. As voluntary carbon markets develop regionally, capital deployment is expected in:

• Carbon credit verification platforms
• Blockchain-based tracking systems
• Measurement, reporting, and verification (MRV) software
• Nature-based carbon offset initiatives

Startups in this space could fill credibility and transparency gaps. Companies like CarbonSifr illustrate the early-stage development of emissions tracking infrastructure. As regulatory clarity increases, growth in this segment could accelerate significantly.

Estimates suggest that carbon market-related financial flows in the region could reach several billion dollars annually by the early 2030s, depending on global carbon pricing developments.

4. Grid Modernization and Energy Storage

Battery storage installations are expected to expand rapidly as renewable penetration rises. Large-scale storage deployments require integrated software systems for load management, arbitrage optimization, and resilience planning.

This segment alone could attract tens of billions of dollars in capital over the next decade, particularly as smart grid systems evolve.

Startups can compete in:

• Battery lifecycle analytics
• Storage performance optimization
• AI-powered grid dispatch tools
• Vehicle-to-grid integration systems
• Microgrid design for industrial zones

These technologies are capital-light relative to infrastructure projects but critical to performance outcomes, making them attractive to venture investors.

5. Sustainable Urban Development and Green Construction

Saudi Arabia’s large-scale urban projects under Vision 2030 integrate sustainability requirements into design and construction. Green buildings, water efficiency systems, district cooling technologies, and smart mobility infrastructure are expected to drive billions in additional climate-aligned investment.

This area opens opportunities for startups developing:

• Smart building management systems
• Water reuse and efficiency technologies
• Low-carbon construction materials
• Digital twins for urban sustainability planning

As regulatory standards tighten and global investors assess ESG metrics, sustainable construction technologies are likely to experience strong demand growth.

Where the Gaps Remain

Despite strong capital deployment, several structural gaps present an opportunity:

1. Localized Climate Data Infrastructure
   Saudi-specific emissions baselines, climate risk analytics, and industrial carbon intensity datasets remain underdeveloped. Startups can build localized intelligence platforms tailored to regional industries.
2. SME Decarbonization Solutions
   Large corporations may access sustainability consultants and global software platforms, but small and medium enterprises often lack affordable tools. Scalable, subscription-based emissions tracking and energy optimization tools could fill this gap.
3. Climate Insurance and Risk Modeling
   As infrastructure investments grow, demand for climate risk assessment and parametric insurance products will increase. Fintech-climate hybrids could emerge in this space.
4. Talent and Technical Advisory Platforms
   Climate finance requires specialized skills in carbon accounting, green bond structuring, and sustainability reporting. Digital marketplaces connecting experts to projects may gain traction.

Growth Potential: From Niche to Core Sector

Saudi Arabia’s startup ecosystem has matured rapidly, with venture capital investment reaching record levels in recent years. As climate finance frameworks become institutionalized, climate-tech could evolve from a niche vertical into a core investment category.

Over the next decade, climate-aligned startups in Saudi Arabia could see compound annual growth rates exceeding 25–35 percent in segments such as energy analytics, carbon accounting, and grid software.

The advantage for Saudi-based startups lies in proximity. They operate within a market undergoing rapid regulatory change, sovereign-backed capital deployment, and infrastructure expansion. That alignment reduces market entry barriers and shortens sales cycles relative to markets where policy support is uncertain.

A Capital Cycle in Motion

What distinguishes Saudi Arabia’s climate finance strategy is not just the scale of funding, but its integration across sovereign funds, public markets, private banks, and venture capital channels.

If current trajectories hold, by the early 2030s, Saudi Arabia could rank among the leading emerging-market hubs for climate capital deployment, particularly in hydrogen, solar, and industrial decarbonization.

For startups, the message is clear. The next decade will not be defined solely by infrastructure construction. It will be shaped by the digital systems, analytics tools, efficiency platforms, and financial innovations that make that infrastructure viable and profitable.

In that environment, climate finance is not just about funding projects. It is about building an ecosystem — and startups may prove to be some of its most agile architects.

From Oil Capital to Climate Capital

Saudi Arabia’s role in climate finance is not defined by rhetoric but by capital allocation. The Kingdom is leveraging its fiscal strength to influence the direction of energy investment, support technological innovation, and reshape its economic identity.

The transformation remains complex. Balancing hydrocarbon revenues with decarbonization goals requires disciplined policy coordination and sustained financial commitment. Yet the trajectory suggests that Saudi Arabia is moving deliberately toward embedding climate considerations into sovereign strategy, capital markets, and private-sector development.

If successfully executed, this approach could redefine the Kingdom’s global positioning. Rather than being seen solely as an energy exporter, Saudi Arabia may increasingly be recognized as a climate capital allocator, shaping how emerging markets finance their transition.

In an era when capital determines the pace of decarbonization, that shift may prove to be one of the most consequential chapters in the Kingdom’s economic evolution.

Noha Gad

Saudi Arabia’s total agricultural imports recorded 18,762 thousand tons in 2024. Since the launch of Vision 2030, the Kingdom has pursued an ambitious strategy to reduce reliance on imported products by enhancing local production and providing high-quality alternatives, particularly in the fresh produce market.

At the forefront of this shift is Grove, a Riyadh-based agricultural technology startup. Positioning itself as a consumer brand, Grove leverages technology to create a demand-driven supply chain that connects farms directly to markets and households while minimizing waste and maximizing quality.

In an exclusive interview with Co-founder Mohammed Bin Ghannam, Sharikat Mubasher delved into how Grove is revolutionizing the fresh produce sector in Saudi Arabia, the key challenges it addresses, and its plans for market expansion. Ghannam also shared his vision for the future of the market both within the Kingdom and globally, outlining the key trends set to define its trajectory.

Grove describes itself as a consumer brand connecting farms, markets, and households. Can you walk us through how Grove's technology and operations enable this coordination?

At its core, Grove is solving a flavor and variety problem created by how traditional supply chains are designed. Because the system is optimized for predictability, shelf-life, and intermediaries, not end-consumer taste, farmers are pushed toward limited varieties and harvest timing that prioritizes transport and handling over ripeness. The result is a product that is often picked too early, travels too long, and reaches households with muted flavor and inconsistent eating quality.

Grove's technology changes that by turning real consumer demand into farm-level decisions through what we call a grade-to-channel system. We start by analyzing multi-channel demand, what people buy through our app, what retailers need, and what B2B clients order, then translate that into precise production planning at the farm level. This means farmers know what to plant, when to harvest, and which quality standards to meet before the season even starts.

On the operations side, we have built an integrated system that handles everything from harvest planning and quality grading to cold-chain logistics and last-mile delivery. Our software generates accurate harvest schedules days in advance based on real-time demand, and our routing algorithms ensure each grade is directed to the best-fit outlet based on quality specs and customer requirements.

What makes this work is vertical coordination. We are not a marketplace that just connects buyers and sellers. We operate as one extended system where farms, logistics partners, and sales channels share data and processes. This allows coordinated decisions across the entire chain, from soil to doorstep, so supply is shaped by real consumer demand instead of intermediary convenience.

What are the main challenges facing the fresh-produce market in Saudi Arabia, and how does Grove address them?

The biggest challenge is structural, not operational. The traditional supply chain was designed to move volume through intermediaries, not to deliver quality to consumers. This creates four major problems.

First, there is a massive quality gap. Most produce is harvested too early to survive the long journey through wholesale markets and distribution centers. Tomatoes arrive firm but flavorless. Strawberries are red but lack sweetness. Consumers pay premium prices but receive mediocre products optimized for travel, not taste.

Second, variety is extremely limited. The assortment on supermarket shelves does not match how people actually cook or eat. Generic varieties dominate because they fit standard supply chain flows, reflecting what intermediaries are comfortable managing rather than what kitchens actually need. What is surprising is that almost all imported products have local alternatives that are often far superior, closer to consumers, fresher, and in many cases cheaper to produce. But farmers do not know this, and even if they did, wholesale market brokers will not risk pushing new products into the market.

Third, there is zero transparency. Information about origin, handling, and farming practices is minimal. Without transparency, consumers cannot verify that their produce is safe or grown responsibly. They are forced to trust a system that has no accountability.

Fourth, food waste is massive; up to 30% of fresh produce is wasted in the traditional chain. When consumers purchase produce days after harvest, a significant portion of its usable lifetime has already elapsed. The result is spoilage in refrigerators, a hidden cost that makes cheap produce expensive.

Grove addresses these challenges through our demand-driven operating model. We partner directly with farmers through our Agri-Marketing service, which handles sales planning, coordinated planting and harvest, certified quality standards, cold-chain logistics, and guaranteed market access. This allows farmers to prioritize quality over volume because they know their entire harvest will be absorbed across appropriate channels.

For consumers, this means fresher, riper produce with full traceability. Our direct pathway eliminates premature harvesting, ripens fully, and reaches customers faster. We also solve the variety problem by moving the "what should be farmed" decision downstream, giving end consumers agency and input. That demand signal flows back upstream to farmers, giving them confidence that expanding into local alternatives will have commercial success.

The results speak for themselves. Our repeat-purchase rate is nearly 48%, and our food waste remains under 5%. These metrics prove that prioritizing quality and aligning with farmers aren't just idealistic goals, they lead to superior commercial performance.

How does Grove's unique demand-driven approach position the company to meet the rising demand for premium, organic, and specialty produce?

The traditional supply chain cannot meet premium demand effectively because it is built for volume and commoditized pricing. Grove starts from actual consumer demand and works backward to production planning. When we see demand for organic strawberries or specialty herbs, we translate that signal directly to farmers with clear guidance and guaranteed market access.

Our multi-channel structure de-risks farmer adoption. Premium grades go to our DTC channel at quality-aligned prices, while lower grades move through wholesale at fair value. This blended economics gives farmers confidence to invest in quality and specialization.

How does Grove contribute to reducing food waste in line with Vision 2030's food security objective?

Grove contributes to reducing food waste at three levels. At production, our grade-to-channel system helps ensure full harvest absorption; every kilogram finds its optimal market. At distribution, we harvest to order based on real-time demand, keeping our operational waste under 5% versus industry averages of 20-30%. At consumption, our produce arrives with a more usable lifetime intact, and we've designed packaging for smaller households and modern lifestyles.

Beyond operations, we are working to strengthen local production by proving Saudi farms can produce high-quality alternatives to imports. Our partnerships span the Kingdom, from Tabuk to Al-Hasa, Al-Jouf to Al-Qassim, contributing to a more resilient domestic supply chain that reduces import dependence. As part of the broader ecosystem, when we reduce waste, we are helping increase supply while optimizing the use of Saudi Arabia's rich agricultural resources, contributing to the Kingdom's vision for sustainable food security.

Grove recently closed a $5 million seed round. How will this new capital accelerate the company's growth strategy?

This is Grove's first institutional funding since we began operations in mid-2024, led by Outliers VC. The capital will be deployed across three priorities: deepening farm integration and partnerships, scaling logistics and fulfillment infrastructure, including cold-chain and regional fulfillment centers, and investing in technology systems that coordinate production planning, harvest scheduling, and demand forecasting.

Does Grove's long-term expansion plan include entering into regional and international markets?

Our current focus is on expanding within Saudi Arabia. We serve Riyadh today and are progressing toward additional cities across the Kingdom.

Finally, how do you see the future of the fresh-produce sector in Saudi Arabia, and what are the key trends that will reshape it?

The fresh-produce sector in Saudi Arabia is at an inflection point. Several converging trends are reshaping the market, and companies that understand and adapt to these trends will define the future of the industry.

The first trend is changing consumer behavior. Families are smaller, live in smaller homes, and work longer hours relative to previous generations. This has pushed fruit and vegetable consumption slightly out of diets, not because people don't want fresh produce, but because they have less time to cook, less time to visit central markets for better selection, and they need smaller quantities that don't match traditional market buying sizes. The future belongs to companies that can make fresh produce more convenient, more accessible, and better suited to modern lifestyles.

The second trend is rising quality expectations. Consumers are becoming more health-conscious, more informed, and more willing to pay for quality, traceability, and sustainability. They want to know where their food comes from, how it was grown, and whether it's safe. The traditional opacity of supply chains won't be acceptable in the future. Transparency and trust will become competitive advantages, not just nice-to-haves.

The third trend is technology adoption. Agriculture has historically been resistant to change, but that's shifting. Farmers are increasingly open to data-driven decision-making, precision agriculture, and partnerships that reduce risk and improve outcomes. The companies that can provide farmers with actionable insights, guaranteed market access, and operational support will win farmer loyalty and secure a reliable supply.

The fourth trend is sustainability and food security, driven by Vision 2030. The government is investing heavily in local agriculture, water efficiency, and reducing food waste. Companies that align with these national priorities, by strengthening local production, reducing waste, and building resilient supply chains, will benefit from policy support and consumer preference.

The fifth trend is consolidation and vertical integration. The fragmented, intermediary-heavy supply chains of the past are inefficient and unsustainable. The future will see more vertically coordinated systems where technology enables direct connections between farms and consumers, cutting out unnecessary intermediaries and reallocating value to the people who actually create it, farmers and consumers.

At Grove, we are building for this future. We are not just a produce delivery company. We are building the infrastructure for a demand-driven, tech-orchestrated agricultural system that aligns the incentives of farmers, consumers, and the market. We believe that is the future of fresh produce, not just in Saudi Arabia, but globally.

The companies that will succeed in this future are those that solve real structural problems, not just offer incremental improvements. That is what Grove is doing. 

Ghada Ismail

Every startup commences its journey with an idea. Some ideas are clever. Some are perfectly timed. A few even feel like they could change an industry. But here’s the reality most founders discover pretty quickly: having a good idea isn’t the hard part anymore.

The hard part is keeping that idea yours.

In today’s crowded startup world, once you build something valuable, others will notice. Competitors copy. Bigger players move faster. Well-funded companies enter your space. That’s when one uncomfortable question shows up:

What stops someone else from doing this better?

That question is all about ‘Defensibility’.

What Defensibility Actually Means

Defensibility is your startup’s ability to hold its ground over time. It’s not about being first to market. And it’s definitely not about having the flashiest product.

It’s about being hard to replace.

A defensible startup gets stronger as it grows. More customers make the product better. More usage creates smarter systems. Deeper integrations make it painful to switch away. Over time, competitors don’t just have to match your product; they have to overcome everything you’ve already built.

The Defensibility Traps Founders Fall Into

Many founders believe their startup is defensible because they have:

• A great product
• Strong execution
• Early traction
• A compelling brand story

All of these help. None of them are enough on their own.

Great products get copied. Execution advantages don’t last forever. Early traction attracts competition. Brand takes years—and serious money—to truly protect you. These things help you get started, but they don’t guarantee survival.

Real defensibility usually sits below the surface.

Where Real Defensibility Comes From

One of the strongest forms of defensibility is network effects. When your product becomes more valuable as more people use it, new competitors face a tough uphill climb. Marketplaces, payment platforms, and collaboration tools often benefit from this.

Another is data, but only the right kind. Startups that collect unique, hard-to-replicate data can improve their product in ways others can’t. This matters a lot in AI-driven businesses, but only if the data truly improves outcomes and isn’t easily available elsewhere.

Switching costs also matter. If your product becomes deeply embedded in how customers work—through workflows, integrations, or processes—leaving becomes expensive and risky. This is common in B2B software, fintech platforms, and enterprise tools.

In regulated industries, compliance and licensing can become a strong shield. Fintech, healthtech, and infrastructure startups often spend years navigating approvals. That effort alone can discourage competitors from entering the space.

Finally, scale can protect you. If growing larger significantly lowers your costs or improves your margins, latecomers struggle to compete without burning cash.

Defensibility Is Built Over Time

A common myth is that startups must be defensible from day one. That’s rarely true.

Early on, speed matters more than protection. Learning fast, serving customers, and refining the product should come first. Defensibility grows as you accumulate trust, users, data, partnerships, and credibility.

Your Market Choice Matters More Than You Think

Some markets make defensibility easier. Others fight you every step of the way.

If you’re operating in a space with low switching costs, no network effects, and endless substitutes, you’ll need near-perfect execution just to survive. On the other hand, markets tied to infrastructure, regulation, or ecosystems give you more room to build long-term advantages.

While a good market won’t guarantee success, a bad one can make defensibility almost impossible.

Defensibility Is a Founder Mindset

Defensibility isn’t just about technology. It’s about how founders think.

Strong founders constantly ask:
What gets stronger as we grow?
What becomes harder for competitors over time?
Where does our leverage come from?
What would a well-funded rival struggle to copy?

These questions shape everything, starting from product decisions to pricing, partnerships, and hiring.

To Wrap Things Up…

Defensibility doesn’t mean being unbeatable. It means being harder to beat every year.

In a world where money moves fast and ideas spread even faster, the startups that last aren’t always the first or the loudest. They’re the ones quietly building advantages that stack over time.

So here’s the question every founder should sit with:

If your startup disappeared tomorrow, how easy would it be for someone else to replace it?

If that question makes you uneasy, that’s a good thing. It means you know where the real work needs to begin.

Noha Gad

Companies in the world of business grow through careful planning and friendly agreements. Leaders talk about partnership, shared goals, and future success. Yet there exists a more aggressive path to growth, where such collaboration is not welcome, and the fight for control is direct and fierce. This path is defined by a direct and forceful attempt to seize control against the clear wishes of the existing leadership.

This action is known as a hostile takeover. It happens when a company tries to buy another company against the wishes of its leaders, unlike friendly takeovers, where both companies agree. The buyer ignores the management and appeals directly to the company's owners and shareholders. It is a high-stakes contest that can change companies, industries, and careers.

What is a hostile takeover?

A hostile takeover happens when an entity takes control of a company against the wishes of the company's management. The company being acquired in a hostile takeover is called the target company, while the one executing the takeover is called the acquirer. 

This strategy requires the entity to acquire and control more than 50% of the company’s voting shares, allowing the new majority shareholders to control the acquired business. Key parties of a hostile takeover are: the buyer, the company or group that wants control; the target company, the firm being bought, whose leaders resist with plans and lawsuits; the shareholders; the owners who hold shares; and the regulators, government bodies that check for fair play and market rules.

How does it work?

A hostile takeover follows set steps in which the buyer acts with care and speed. These steps are:

       * Selecting and reviewing the target. The buyer chooses a company, then checks the share price, debt, and profits. The worth of the target company must be more than its market value.

       * Buying shares. The buyer starts with small purchases, using brokers to stay hidden.

       * Making a public offer. In this step, the buyer goes public, files with the regulations, and offers cash for shares.

       * Raising funds. The buyer can raise money through multiple options, including its own cash reserves, issuing new shares, securing loans, or partnering with banks and investors.

       * Proxy fight (if needed). If the offer does not succeed, the buyer launches a proxy fight by seeking shareholder votes to elect new board members, which allows changes to company rules that favor the takeover.

       * Securing approvals. In this step, regulators review and approve the deal to ensure compliance with antitrust laws and market protections.

       * Taking control. By securing over 50% of shares, the buyer can assume control, appoint new leadership, and complete the acquisition.

Defense strategies against hostile takeovers

Companies can follow different strategies to prevent unwanted hostile takeovers. These strategies are:

       -Differential Voting Rights (DVRs). Through this strategy, the company can establish stock with differential voting rights (DVRs), where some shares carry greater voting power than others. This makes it more difficult to generate the votes needed for a hostile takeover if management owns a large portion of shares.

       -Employee Stock Ownership Program (ESOP). The ESOP involves using a tax-qualified plan in which employees own a substantial interest in the company. Employees can be more likely to vote with management.

       -Crown Jewel. In this defense strategy, a provision of the company’s bylaws requires the sale of the most valuable assets if there is a hostile takeover, thereby making it less attractive as a takeover opportunity.

       - Poison Pill (officially known as a shareholder rights plan). This tactic allows existing shareholders to buy newly-issued stock at a discount if one shareholder has bought more than a stipulated percentage of the stock, resulting in a dilution of the ownership interest of the acquiring company. There are two types of poison pill defenses: the flip-in and flip-over. A flip-in allows existing shareholders to buy new stock at a discount if someone accumulates a specified number of shares of the target company, while the flip-over strategy allows the target company's shareholders to purchase the acquiring company's stock at a deeply discounted price if the takeover goes through.

Hostile takeovers produce both positive effects and serious issues for companies, shareholders, and markets, often sparking debate about their overall value. They unlock higher value for shareholders by offering premiums on shares that reflect the company's true worth, while driving better operations through new leadership that cuts waste and boosts efficiency in areas like fintech innovation. On the other side, they carry risks such as job losses when the buyer reduces staff to lower costs and a focus on short-term gains that ignores long-term growth plans. Some view hostile takeovers as healthy competition that rewards strong owners, whereas others see them as predatory actions that harm workers and stable businesses.

Finally, the path of the hostile takeover presents a different and more confrontational alternative. This process, defined by the direct acquisition of a target company against the expressed wishes of its leadership, unfolds as a high-stakes contest for control, fundamentally reshaping organizations and markets. These takeovers can serve as a powerful instrument of market discipline; however, they carry significant negative consequences.

Ultimately, hostile takeovers embody the tension between the aggressive pursuit of opportunity and the principles of corporate autonomy and strategic continuity. While it can act as a catalyst for positive change and value creation, it also represents a potentially disruptive and predatory force.

Noha Gad

Commerce worldwide is entering a new era where artificial intelligence (AI) agents not only assist but also act. Agentic commerce represents a fundamental shift from manual clicks to autonomous, goal-driven systems that can reason, plan, and transact on behalf of users. Unlike traditional automation, AI agents operate through a complete cognitive cycle: possessing goals, memory, and specific instructions, offering enormous potential for companies to transform their operations as never before. Agentic AI represents a sophisticated framework with tools and protocols that enable intelligent systems to interact seamlessly with other systems, agents, and humans. 

In Saudi Arabia, the e-commerce sector is booming. According to recent figures by the Saudi Central Bank (SAMA), online spending via Mada cards surged to SAR 90.9 billion in the fourth quarter (Q4) of 2025. This growth is driven by a young, tech- savvy population and extensive Internet access. In recent years, the retail experience has been transformed by the move from cash to digital payments. The emergence of agentic commerce in Saudi Arabia will bring an era of hyper-personalized, automated shopping experience, where AI agents can anticipate needs, show the best choices, restock essentials, and manage purchases in real time.

“Agentic commerce could be highly rewarding for retailers ready to seize its opportunities and efficiencies. Merchants that act now will put themselves in a strong position to prosper,” said Rob Cameron, Global Head of Visa Acceptance Solutions. In his recent article, Cameron highlighted the Kingdom’s efforts to embrace new shopping ways. In 2024, non-cash retail transactions in the Kingdom reached 79%, surpassing Vision 2030’s target of 70%. He emphasized that Saudi residents are likely adopt agentic commerce with the same enthusiasm, highlighting that the challenge for merchants will not just be to deliver the goods, but to do so in ways that keep both human and silicon shoppers coming back.

How it works

Saudi Arabia views agentic AI as a booster for the national economy, as SDAIA’s ALLaM model and HUMAIN localizing tech for different industries, notably e-commerce. Agentic commerce in the Kingdom centers on AI agents autonomously managing shopping, payments, and supply chains, triggered by Vision 2030's digital economy goals and high non-cash transaction rates. AI agents execute full shopping journeys, from need anticipation and deal negotiation to payments, shifting from shopper-led to agent-led processes with human oversight at key points such as approvals. For merchants, those agents enable hyper-personalization, restocking, fraud detection, and back-office tasks, such as invoicing, ultimately bolstering customer engagement via chatbots and recommendations. 

Saudi Arabia is an ideal proving ground for agent-driven cross-border commerce, thanks to a combination of national payment strategies, digital infrastructure readiness, and regulatory ambition, represented in fintech sandboxes. 

Unlike traditional e-commerce, where shoppers manually execute every step, agentic commerce transforms the shopping process into agent-led execution, where AI agents handle tasks autonomously on the user's behalf, according to predefined instructions, only waiting for human approvals on final steps like payment or substitutions. Additionally, agentic systems elevate AI to proactive autonomy, using shopper constraints to add items to carts, negotiate deals, or resolve issues, such as out-of-stock swaps, adapting in real-time via APIs. 

Agentic commerce could be highly rewarding for Saudi retailers across several key areas:

• Double revenue and conversion growth. AI agents can boost cart conversions and reduce cancellations through proactive interventions like real-time guidance and deal negotiations.
• Enhance operational efficiency. By automating inventory management, dynamic pricing, and catalog updates, AI agents minimize manual effort and enable real-time decisions, ultimately cutting inventory costs.
• Improve customer experience. Hyper-personalization at scale fosters loyalty by anticipating needs, guiding multi-channel journeys, and handling post-purchase support, shortening decision cycles.
• Prevent fraud and reduce risks. Real-time fraud detection via agent verification and cryptographic checks secures payments, while backend agents manage settlements.

Challenges and Concerns

The path to implementing agentic commerce in Saudi Arabia presents distinct challenges that must be carefully addressed for successful adoption:

• Regulatory and compliance hurdles. Retailers face challenges in encoding SAMA and Zakat, Tax and Customs Authority (ZATCA) regulations into AI agents to ensure autonomous transactions comply with local payment rules, such as Mada authentication, without human intervention. Data sovereignty demands under SDAIA guidelines require agents to process Arabic data locally, complicating cross-border remittances flow; thus, merchants must adapt application programming interface (APIs) for agentic access, as traditional sites risk invisibility to AI shoppers scanning for real-time pricing and stock.
• Technical integration and adoption barriers. Legacy systems hinder agent integration, with many Saudi small and medium-sized enterprises (SMEs) lacking open APIs for dynamic pricing or inventory. Additionally, reskilling the human workforce could be a major challenge for merchants transitioning from manual e-commerce to overseeing autonomous systems. 
• Consumer trust. Successful adoption of agentic commerce in Saudi Arabia hinges on overcoming key barriers to consumer trust, which stem from privacy risks, accountability gaps, and a lack of transparency. These issues require specific, proactive mitigations.
• Privacy concerns. Autonomous agents require extensive user data, raising fears about compliance with the SDAIA's Personal Data Protection Law and general data security.
• Accountability gaps. Errors in agent-led transactions create ambiguity over liability, demanding updates to frameworks to address non-human actors.
• Transparency and bias. A lack of clarity in AI decisions, coupled with risks of cultural bias in Arabic-language models, fails to meet the expectations of mobile-savvy Saudi consumers accustomed to manual control.

The question is not whether agentic commerce will arrive in Saudi Arabia, but whether it will become the defining force of the Kingdom's next economic chapter. The foundations are certainly strong: a booming digital payments infrastructure, a strategic national vision actively promoting technological adoption, and a young, mobile-first population eager for innovation. The potential rewards for Saudi retailers are transformative, enabling doubled conversion rates, streamlined operations, and an unprecedented hyper-personalized customer experience that builds lasting loyalty. 

The future of agentic commerce in Saudi Arabia hinges on navigating critical challenges: regulatory integration, technical interoperability, and, above all, building robust consumer trust.

Ultimately, the trajectory of agentic commerce in the Kingdom will be decided by a strategic collaboration between retailers, regulators, and technologists to build an agentic future that is not only efficient and profitable but also secure, trustworthy, and authentically aligned with Saudi consumer values. 

Noha Gad

Saudi Arabia’s agricultural sector contributed $31.5 billion to the Kingdom's gross domestic product (GDP) in 2024, triggered by rising production and initiatives that strengthened food self-sufficiency. According to recent official data from the Ministry of Environment, Water, and Agriculture, total agricultural and food production exceeded 16 million tons in 2024, reflecting progress toward building resilient, sustainable food systems.

Despite almost 90% of the country being desert, Saudi Arabia is undergoing a remarkable transformation, actively expanding domestic crop production and reducing reliance on imports, cultivating a future where fresh, locally-grown produce is a cornerstone of its economy and food security. This shift is central to the ambitious goals of Saudi Vision 2030, which prioritizes self-sufficiency and economic diversification.

Historically dependent on imports to meet its population's needs, the Kingdom now views its fresh produce sector as a strategic priority. According to figures published by the General Authority for Statistics (GASTAT), total imports of crops in the Kingdom reached 18.7 million in 2024, an increase of 10.8% compared to 2023. Additionally, the cultivated area of open-field vegetables reached 89,700 hectares, with a production volume of 2.7 million tons in 2024, marking an increase of 8.4% compared to 2023. 

Evolving landscape of Saudi fresh produce

The structure of Saudi Arabia's fresh produce market is experiencing a fundamental change, transitioning from a model of heavy import reliance to one of strategic local empowerment. For many years, the majority of fruits and vegetables consumed within the Kingdom were imported from global sources. Guided by the objectives of the National Agriculture Strategy, this sector is shifting as substantial public and private investments target a significant increase in domestic production capacity.

Saudi Arabia is emerging as a surprising leader in advanced agricultural technologies, moving decisively beyond water-intensive practices toward a model defined by precision, control, and data-driven intelligence. From vast, climate-controlled greenhouses to sophisticated vertical farms, the nation is redefining what is possible in desert agriculture. At the heart of this agricultural revolution is the strategic adoption of cutting-edge technologies. Innovations in controlled environments, automation, and water conservation are building a resilient foundation for growth. Crucially, Artificial Intelligence (AI) is now being deployed as the central nervous system of this modern sector, optimizing every aspect from seed to harvest.

Key technologies bolstering the industry

Today, the Saudi fresh produce sector is enabled by various advanced technologies that contribute to creating optimal growing conditions while conserving water resources. These technologies include:

• Controlled Environment Agriculture (CEA). Structures such as high-tech greenhouses and indoor vertical farms use automated systems to precisely manage temperature, humidity, light, and carbon dioxide levels. Within them, advanced irrigation and fertigation systems, such as automated drip networks, deliver water and nutrients directly to plant roots. This method eliminates waste and provides crops with an ideal, consistent climate year-round, independent of the harsh external desert conditions.
• Smart water management. Systems employing sophisticated sensor networks can monitor real-time soil and plant moisture data. Also, advanced wastewater treatment and recycling technologies are becoming standard, ensuring that every drop is used multiple times within a closed-loop system to maximize conservation.
• Automation and Robotics. They play a pivotal role in increasing the scale and precision of farming operations. From automated seeding and planting robots to autonomous drones that scout fields for pests, technology is handling repetitive and labor-intensive tasks. Additionally, post-harvest, automated optical sorters and packing lines use sensors to grade produce by size, color, and quality at high speed.

Main applications of AI in the fresh produce industry

Along with the previously mentioned technologies, AI emerged as the central intelligence that optimizes them all. By processing vast amounts of data from sensors, drones, and satellites, AI algorithms generate actionable insights, moving the sector from reactive management to proactive decision-making. Key applications of AI include:

• Predictive analytics and precision farming. AI models analyze historical climate data, real-time sensor readings, and plant physiology to forecast optimal growing conditions. AI-powered computer vision by drones and cameras captures detailed imagery, which AI software scans to detect early signs of disease, pest infestation, or nutrient deficiencies.
• Smart automation and resource optimization. Machine learning algorithms dynamically adjust irrigation schedules and nutrient delivery in real-time based on plant needs and evaporative demand, achieving unprecedented water and fertilizer efficiency. 
• Supply chain and post-harvest processes. AI can predict market demand fluctuations, helping to align harvest schedules with pricing trends and reduce waste. In packing facilities, AI-powered vision systems perform consistent, high-speed grading and sorting, ensuring only produce meeting strict quality standards proceeds.

Despite significant technological progress, the growth of Saudi Arabia's high-tech fresh produce sector faces different challenges. The initial capital investment required for advanced greenhouses, AI systems, and automation remains substantial, potentially limiting access for smaller-scale farmers. Additionally, the energy demands of controlled environment agriculture, particularly for cooling and lighting, present an ongoing operational cost and sustainability consideration. Success also depends on developing a skilled local workforce with expertise in data science, agronomy, and tech maintenance, requiring continued investment in specialized education and training programs.

Finally, Saudi Arabia’s fresh produce sector reflects a broader national transformation under Vision 2030. By strategically deploying controlled-environment agriculture, precision water management, and intelligent automation, the Kingdom has turned its agricultural challenges into a catalyst for innovation. Harnessing cutting-edge technology and forward-thinking policy will enable the Kingdom to secure its food future while contributing to a more sustainable and innovative model of agriculture.