Knightsbridge Group

For years, international investors seeking European residency and tax efficiency have focused on a narrow group of jurisdictions – most notably Portugal, and more recently Dubai. Italy, by contrast, has often been overlooked. That may now be changing. Quietly, and with far less publicity than some of its European peers, Italy has undergone a notable economic and fiscal turnaround. For globally mobile entrepreneurs, investors, and internationally minded families, this shift is creating a compelling – and still underappreciated – geo-arbitrage opportunity.  Italy’s Economic Repositioning: A Quiet Comeback A decade ago, Italy was frequently cited as one of Europe’s weakest large economies. High public debt, political instability, and slow growth dominated international commentary. Today, the picture looks markedly different. Italy is the 8th largest economy globally by GDP, and 3rd largest in Europe Italian financial markets have outperformed the European average since 2020 Public debt levels have stabilised relative to GDP Exports exceeded €600 billion in 2024, with a substantial trade surplus Thousands of high-net-worth individuals have relocated or returned to Italy in recent years Perhaps most tellingly, major international publications have begun to reassess Italy’s trajectory, noting improvements in fiscal discipline, competitiveness, and reform momentum.  Real Estate: A Contrarian Opportunity While real estate markets in countries such as Portugal experienced dramatic appreciation over the past decade, Italy’s property market followed a very different path. In many regions, values stagnated or declined – not due to lack of fundamentals, but rather structural inertia and underinvestment. For investors, this divergence matters. It suggests: Lower entry prices Greater upside potential A market that has not yet been “priced for perfection” Southern regions such as Puglia, Sicily, and Sardinia in particular continue to offer lifestyle-driven real estate at valuations that would be difficult to replicate elsewhere in Europe.  Italy’s Competitive Tax Regimes (Often Overlooked) Italy has quietly built one of the most targeted and flexible tax regimes in Europe, designed to attract talent, capital, and internationally mobile individuals. Key regimes include:  The Impatriate Regime 50–60% exemption on qualifying employment or professional income Available for up to 5 years (with possible extensions) Designed to attract returning Italians and foreign professionals The 7% Flat Tax for Retirees 7% tax on qualifying foreign income Available for up to 10 years Applies in designated southern municipalities The Lump-Sum Tax Regime Flat annual tax (currently €200,000) on foreign-source income Particularly attractive for high-income individuals Predictability and simplicity are key advantages Researcher and R&D Incentives Up to 90% income exemption for qualifying researchers Available for extended periods One of Europe’s most generous specialist regimes These regimes are profile-specific, not universal – but for the right individuals, they can materially reduce effective tax rates while offering full access to EU residency and services.  Italy’s Investor Visa: Flexibility Without Immediate Relocation Italy’s Investor Visa, introduced in 2017, remains one of the more flexible residency pathways in Europe. Key characteristics include: Investment routes starting from €250,000 (innovative companies), with higher thresholds for other categories Initial residence permit valid for 2 years, renewable thereafter No minimum physical stay requirement to maintain the visa Full Schengen mobility Access to education, healthcare, and public services Unlike some competing programs, the Italian framework allows applicants to obtain visa approval before committing capital, reducing execution risk.  Italy vs Portugal vs Dubai: Different Tools for Different Objectives  These three jurisdictions are often compared, but they serve very different strategic goals.  Portugal Traditionally favoured for citizenship-focused investors Minimal stay requirements Longer timelines and evolving legislative uncertainty Best suited for those prioritising EU citizenship without relocation Italy Lower investment thresholds for residency Strong tax-planning options for those willing to relocate Flexible residency without immediate lifestyle disruption Particularly attractive for those seeking optionality and quality of life Dubai 0% personal income tax World-class infrastructure and ease of doing business No pathway to citizenship Ongoing visa dependency and private provision of services In practice, sophisticated families increasingly combine jurisdictions, using each for what it does best.  The Strategic Lens: Why Italy Merits Reconsideration  Italy is not without challenges. Bureaucracy remains real, and certain sectors — particularly early-stage tech — may face friction compared to other hubs. However, for individuals earning internationally, spending in euros, and seeking: EU residency Lifestyle optionality Long-term tax efficiency Geographic diversification Italy now deserves a more prominent place in strategic discussions.  A Knightsbridge Group Perspective At Knightsbridge Group, we view Italy not as a “replacement” for Portugal or Dubai, but as part of a broader multi-jurisdictional planning conversation. The key question is not where is best, but rather: Which jurisdiction aligns with your objectives, time horizon, and risk tolerance? Italy’s resurgence — economic, fiscal, and lifestyle-driven — makes it a jurisdiction that serious investors should no longer overlook.  Interested in Exploring European Residency and Tax Planning? Knightsbridge Group advises clients on: European residency and investor visa options Cross-border tax planning Relocation structuring Comparative jurisdictional analysis For a confidential discussion tailored to your profile, we invite you to contact our advisory team.

Private credit has moved from a niche option to a regular part of Gulf financing over recent years. Regional banks still play a central role, but private funds, family offices and structured lenders are now active across real estate, trade finance, energy services and private equity style transactions. This growth brings capital faster, but it also brings tighter legal expectations. This article looks at why private credit has expanded and what lenders now expect to see before they commit funds. Why private credit is expanding Several factors sit behind the rise of private credit in the region. Bank lending standards tightened after recent cycles, especially for mid-sized businesses and complex structures. At the same time, private capital pools have grown quickly, often backed by regional families or international funds with a higher return target. These lenders are comfortable with tailored deals, but only if legal risk is controlled. We see borrowers turning to private credit for speed and flexibility. Terms can be agreed in weeks rather than months. Covenants can be shaped around the business rather than a standard bank template. That speed comes at a price, usually higher cost, and it comes with stronger legal controls. Private lenders do not rely on relationship history. They rely on documents that work in practice. The legal environment lenders are watching Gulf jurisdictions have invested heavily in legal and regulatory frameworks over the past decade. Insolvency laws, security registration systems and court procedures are clearer than they once were. That said, enforcement still varies by jurisdiction, asset type and counterparty. Private lenders price risk carefully, so they focus on certainty. They want to know which court has jurisdiction, how long enforcement takes and whether judgments are respected locally. Where uncertainty remains, lenders compensate by demanding more control upfront. That’s why legal protections have become more detailed, not less. Security packages are no longer basic A few years ago, a pledge over shares or a simple mortgage might have been enough. Today, private lenders expect layered security. This often includes share pledges, asset pledges, bank account control agreements and assignment of receivables. Each element is designed to work together so that if one route fails, another remains open. Perfection of security is just as important as the security itself. Lenders now insist on proof of registration, notarisation where required and confirmation that corporate approvals are valid. In practice, this means borrowers must prepare earlier. Last minute fixes rarely satisfy a private credit committee. Control rights during the life of the loan Private credit lenders expect more than security that only works at default. They want ongoing visibility and influence. This shows up in information rights, consent requirements and operational covenants. For instance, lenders often require approval for new debt, asset sales or changes to group structure. We often see cash control becoming central. Borrowers may be required to route revenue through controlled accounts or agree to cash sweep mechanisms. From a lender’s perspective, this reduces reliance on court enforcement. From a borrower’s perspective, it requires careful planning to avoid operational strain. Sponsor support and guarantees Where a borrower is part of a wider group, lenders increasingly expect sponsor support. This can take the form of guarantees, equity commitment letters or undertakings to inject funds if ratios fall below agreed levels. The legal drafting here has become more precise. Lenders pay close attention to who is giving the support and where that entity sits. A guarantee is only useful if it can be enforced and if the guarantor has real substance. As a result, group charts, shareholder agreements and constitutional documents are reviewed in detail. Governing law and dispute resolution Choice of law remains a key point in private credit deals. Many lenders prefer English law for facility agreements, with local law security documents where assets sit. Arbitration is sometimes used, but courts remain common for enforcement heavy structures. What has changed is the level of alignment required. Lenders want governing law, jurisdiction clauses and enforcement routes to work together. Mismatches create delay and delay increases loss. We see far fewer compromises on this point than in the past. Financial covenants and early warning tools Private lenders rely heavily on financial covenants as an early signal. These are often tighter than bank covenants and tested more frequently. Breach thresholds may be lower, giving lenders the right to step in before value erodes. The legal side of these covenants is critical. Definitions, testing mechanics and cure rights must be clear. Ambiguity benefits no one. Borrowers who understand this early are better placed to negotiate terms that are workable rather than restrictive by accident. Intercreditor and priority issues As private credit grows, so does complexity. Many borrowers already have bank facilities, leasing arrangements or shareholder loans in place. Lenders now expect clean intercreditor arrangements that set out priority, enforcement control and payment waterfalls. These documents are often the hardest to agree. They require coordination between banks, private lenders and sponsors. From our experience, early engagement saves time. Leaving intercreditor points to the end can stall closing entirely. Documentation standards have risen Private credit documents used to be lighter than bank facilities. That’s no longer true. Lenders now use detailed term sheets, conditions precedent lists and representations that mirror institutional standards. The difference lies in customisation, not simplicity. Borrowers shouldn’t assume that private credit means informal credit. Legal teams on the lender side are well resourced and commercially sharp. Preparing early and understanding the documents reduces friction and cost. What this means for borrowers The growth of private credit brings opportunity, but it also raises the bar. Borrowers who approach these lenders with incomplete structures or weak documentation face tougher terms or delays. Those who prepare properly often secure better pricing and smoother execution. In practice, this means reviewing group structure, asset ownership and existing obligations before entering discussions. How The Knightsbridge Group can help With over ten years advising international businesses and families, The Knightsbridge Group supports clients across the UAE and worldwide. We work across legal, tax and immigration and fiduciary matters, so private credit structures are assessed as a whole rather than in isolation. That integrated view helps clients present stronger, clearer propositions to lenders. We support borrowers and lenders through structuring, due diligence and documentation. This includes reviewing security packages, coordinating with trustees, banks and regulators and aligning cross-border elements so enforcement works as intended. Our role is often to spot issues early, before they become negotiation blockers. To review your current arrangements or plan new strategies, contact [email protected]

Business leaders in the UAE now face a set of reforms that matter more than ever. Corporate governance for private companies is moving out of the shadows and into sharper focus. With new regulations and stakeholder expectations on the rise, private business owners must stay ahead. This article explains the key developments, what companies should expect in 2025 and how to get ready effectively. What’s changing in corporate governance in the UAE In recent years the UAE government’s stepped up efforts to improve transparency, accountability and governance across both public and private sectors. Regulatory bodies such as the Securities and Commodities Authority, the Ministry of Economy and various free-zone regulators have issued guidelines or draft rules aimed at private companies. These reforms reflect global standards and investor expectations. That means private companies may soon face stricter requirements around reporting, board structure, risk management and stakeholder engagement. Key highlights of what’s shifting include mandatory board charters, internal audit functions and clear separation of roles between board and management. Companies may have to disclose beneficial ownership and adopt policies for conflicts of interest. Some regions in the UAE already require companies to publish corporate governance frameworks even if they aren’t listed. These changes raise the bar for private companies. They’ll need to take governance seriously rather than treating it as a checklist. Why private companies must act now Many private companies believe these rules only apply to listed firms or large multinationals. That mentality’s risky. In practice we’re seeing regulators extend governance requirements into the private sphere. That means companies that aren’t prepared may find themselves responding reactively instead of proactively. Owners and boards that ignore these developments may face penalties, reputational damage or reduced access to finance. Investors, lenders and partners are also asking more about governance frameworks before committing to deals. A company that can’t show it’s got proper governance in place may pay a premium or lose out entirely. The reforms in 2025 aren’t just a regulatory burden, they’re a strategic issue. What to expect in 2025 Over the coming year several trends will become clearer. First, private companies will likely receive detailed guidance or binding rules on acceptable board composition including independent members. Second, reporting obligations will expand to include sustainability, anti-bribery and cyber-risk disclosures. Third, companies may have to formalise risk committees, audit committees or equivalent structures. Fourth, regulators may link licensing and renewal to governance compliance. Fifth, international investors will push for standards that mirror those in OECD countries or EU markets. Each of these means companies must move from informal practices to documented processes. For instance the board that “just meets when needed” may need to adopt a formal charter, a calendar of meetings and minutes that reflect oversight. Internal audit functions may become expected rather than optional. Beneficial ownership data may need to be accessible and verified. Cyber-risk frameworks may need to align with UAE national cyber-security standards. Practical steps for private companies The transition’s manageable if you start early. First review your current governance framework. Map the board structure including whether there are independent members, how the board’s delegated and how management interacts with oversight. See where gaps exist compared to best practice and likely regulation. Second, document policies and procedures. That means having a board charter that defines roles of the chair, non-executive directors, committees and management. Set up a schedule for board and committee meetings. Create a risk management policy and an internal audit charter if you don’t already have one. Adopt conflict of interest and whistle-blower policies. Make sure beneficial ownership records are updated and stay that way. Third, train and educate your board and management. Governance isn’t a set of documents only. It’s how people act. Make sure board members know their duties under UAE law and any free-zone rules. Teach executives about their accountability. Offer training sessions and refresher briefings on emerging risks such as cyber threats or sustainability matters. Fourth, engage with external parties. Talk to your auditors, legal advisors and regulators to understand what they expect. Benchmark your governance against peers in your sector. Lenders or investors often have their own governance checklists, so ask ahead of deals. Fifth, monitor and adapt. Governance reform’s ongoing. What’s regarded as best practice today may shift tomorrow. Set up a feedback loop where board evaluations happen, oversight committees report to the board and the board reviews its own effectiveness. That way you’re not caught flat-footed when regulators update guidance or the market demands new disclosures. Challenges and how to manage them Private companies often find governance reform hard because they’re used to informal decision-making and flat ownership structures. Family businesses are a good example. Owners wear many hats, so a sharp separation between oversight and management can feel artificial. We advise treating this as evolution rather than revolution. Start with governance that fits your size and stage. If you’ve got no committees, establish a simple audit or risk committee with one non-executive member. If you don’t have a formal board, define a governing council that meets quarterly and documents decisions. As you grow or engage with more external investors, you can scale up to richer governance. Cost and resources are also issues. Setting up internal audit or independent directors can feel expensive. But you can phase it in. Prioritise the biggest gaps first, like inadequate risk oversight or ownership records. Use external service providers or part-time roles rather than full-time hires if that makes sense. Finally, culture’s critical. Governance’s about behaviour and mindset as much as systems. If managers and owners see governance as red tape, they’ll bypass it. Leaders must explain why governance matters: it reduces surprises, protects the business and builds trust. That way the transition’s smoother. Looking ahead The reforms coming in 2025 might not all be finalised yet. But legislators and regulators have made their intent clear. Private companies that wait until rules are published will struggle to catch up. By starting now you embed good governance, improve oversight and reduce risk. You also position the business better for investment, growth and exit strategies. Smart boards will turn these reforms into opportunities. A sound governance framework can help in mergers, acquisitions or raising capital. It can make the business more transparent and resilient. It signals to stakeholders that the company’s serious. So treating governance as a strategic enabler rather than overhead makes sense. How The Knightsbridge Group can help With over ten years advising international businesses and families, The Knightsbridge Group supports clients across the UAE and worldwide. We combine legal, tax, immigration and fiduciary expertise so we can structure governance frameworks tailored to private companies in the UAE. We help boards with governance reviews, draft board charters, establish committees and train directors. We coordinate with trustees, banks, regulators and legal partners to make sure your setup’s compliant and practical. To review your current arrangements or plan new strategies, contact [email protected]

Under the 2025 guide, a Family Foundation is defined (for tax purposes) as any foundation, trust or similar entity used to hold family wealth – including real estate, investments, assets, and holdings – provided it meets the requirements of Article 17(1) of the Federal Decree‑Law No. 47 of 2022 on Corporate Tax. Importantly: It is not a new type of legal entity per se – rather it’s a tax-treatment classification for existing structures (foundations, trusts, other entities) that meet certain criteria. This means that a foundation set up in a Free Zone such as DIFC (or equivalent zones such as RAK ICC or ADGM) can qualify – and likewise, a foreign foundation/trust owning UAE property may also qualify under the right conditions. For wealth-holding, real-estate, and cross-jurisdictional families, the Family Foundation concept offers a powerful, flexible, and globally respected structure – now backed by clear UAE tax law.  What Conditions Must a Family Foundation Meet? To qualify as a “Family Foundation” (eligible for favourable tax treatment), the structure must satisfy all of the following under Article 17(1): Beneficiary Condition: Beneficiaries must be identifiable natural persons and/or public-benefit entities. Principal Activity Condition: The main activity of the foundation must be limited to receiving, holding, managing, investing or disbursing assets/funds – i.e. wealth/asset management, not operating an active business. No “Business Activity” Condition: The foundation must not conduct commercial/business activities that a natural person would need a licence to perform. No Tax-Avoidance Purpose: The foundation’s purpose must not be primarily tax avoidance. If the foundation’s objective is simply asset/wealth holding, investment, inheritance or charitable benefit, it passes. If Distributions Are Made to Public-Benefit Entities: Additional rules apply – distributions of income to public entities must be made within defined timeframes for the foundation to retain its status. Importantly, unincorporated trusts (such as those formed in DIFC or ADGM) which have no separate legal personality are by default treated as unincorporated partnerships for tax purposes – i.e. fiscally transparent – and may not need a separate “application,” although they still must meet the beneficiary/principal-activity conditions if regarded as a Family Foundation. What the Tax Treatment Now Means – Major Benefits for Investors  Fiscally Transparent – Not Taxed at Foundation Level If approved, a Family Foundation (or trust/structure treated as such) will be treated as an Unincorporated Partnership – meaning the foundation itself is not subject to corporate tax. Instead, any income (rental income, capital gains, dividends, interest, etc.) flows through to the beneficiaries. Implication: Real estate investors, families and beneficiaries can benefit from UAE property income and gains – potentially with 0% UAE corporate tax, provided the recipients are natural persons (or certain exempt public-benefit entities). Multi-Tier Structures Are Supported If the Family Foundation owns other legal entities (e.g. companies, SPVs, holding vehicles), those can also be treated as transparent – provided they are wholly owned and controlled by the foundation, and the entire structure meets the Article 17 conditions. This allows complex family holdings – real estate, shareholdings, investments – to be inside a single transparent vehicle, with consolidated tax treatment. Very advantageous for families with multi-jurisdictional assets or mixed real estate + corporate holdings.  Flexibility for Foreign Foundations or Non-UAE Residents  The guide explicitly allows foreign foundations/trusts to qualify – provided the conditions are met. For many global families, this provides significant flexibility without needing to re-domicile to UAE. Streamlined Compliance – Registration + Annual Confirmation  Applicable foundations must register for Corporate Tax with the FTA via EmaraTax. Once approved, foundations (and wholly-owned subsidiaries) must file an Annual Confirmation (within 9 months of the end of each tax period) to confirm they continue meeting the qualification conditions. If at any time the conditions are not met, the “transparent” status is lost – which would render the foundation (and underlying entities) taxable as standard corporate vehicles. This encourages robust compliance, substance, and proper governance – making the structure robust, defensible, and sustainable over the long term.  Why a DIFC (or Other Free Zone) Foundation Is Often the Best Option in 2025  For investors and families – especially high-net-worth, multi-jurisdictional or globally mobile – a foundation formed under a reputable Free Zone foundation regime like DIFC offers a unique combination of: Legal certainty: DIFC operates under English common law-inspired legislation; recognized globally. Tax efficiency: When approved as a Family Foundation, it can deliver 0% UAE corporate tax on UAE-sourced income/gains. Succession Planning & Estate Structuring: Clear governance, beneficiary designation, asset protection, and intergenerational transfer mechanisms. Asset Protection & Confidentiality: Assets are held under the foundation rather than under individual names. Flexibility: Works with real estate, investments, shareholdings, cross-border holdings, trusts — and supports multi-tier structures. Ease of Compliance (relatively): Once structured and approved, ongoing obligations are limited to annual confirmation, record-keeping, and governance maintenance – far simpler than operating a fully licensed commercial entity. For families investing in property, operating businesses, or building multi-asset portfolios – especially across jurisdictions – a DIFC Family Foundation often represents a best-in-class structure in 2025. What This Means for Clients of Knightsbridge Group  At Knightsbridge Group, our depth of experience in setting up mix-jurisdiction wealth structures, real estate holdings, and corporate vehicles gives us a distinct advantage. Based on the 2025 FTA guidance, we can: Structure your real estate and asset holdings via a DIFC (or equivalent) Foundation Help prepare and submit the application to FTA for “fiscally transparent” Family Foundation status Set up multi-tier holding structures (foundations + SPVs + operating companies) if needed Ensure full compliance with Article 17 conditions, UBO disclosures, substance requirements, and governance Manage ongoing annual compliance and confirmation filings Provide estate-planning, succession, and asset-protection services — ensuring long-term wealth preservation The result: your assets are protected, tax-efficient, confidential, cross-border ready — and structured to stand the test of time and regulation.  Conclusion: The 2025 Family Foundations Guide Is a Game-Changer The May 2025 Corporate Tax Guide on Family Foundations marks a new era of clarity and flexibility in how wealth is held, protected, and taxed in the UAE. For global investors, expatriate families, real estate owners, and multi-jurisdictional entrepreneurs, a properly structured DIFC Family Foundation (or equivalent) is arguably the most powerful wealth-holding vehicle available in 2025 – offering transparency, tax efficiency, legal certainty, and generational security. At Knightsbridge Group, we believe this is the future of wealth structuring in the UAE – and we are uniquely positioned to help clients turn that future into reality.

Caribbean citizenship-by-investment programmes have come under closer review over the last year as global standards on transparency tighten. The OECD has introduced new measures calling for deeper background checks and greater data sharing between governments to limit tax evasion and financial misconduct. In response, regional authorities are updating their approval systems and disclosure rules, which is already changing how investors prepare applications and the type of information they need to provide. The sections below explain how the OECD’s standards are taking shape, how Caribbean states are responding, and what investors should expect as the new framework comes into force. Understanding the OECD’s new standards The OECD’s reforms build on its Common Reporting Standard, a global framework designed to stop people from using multiple citizenships or accounts to hide wealth from tax authorities. The new rules go further, urging countries that offer citizenship-by-investment programmes to confirm the real tax residency of every applicant and share verified data when needed. This means governments will have to match their background checks with stricter financial disclosure and closer cooperation between agencies. For investors, the practical change lies in how information is gathered and verified. Source-of-wealth evidence will face greater scrutiny, and inconsistencies between jurisdictions will be flagged faster through automatic exchange systems. While the aim is to improve transparency across borders, the process places new responsibility on both applicants and local authorities to prove the integrity of each citizenship file. Caribbean programmes under review Caribbean governments have moved quickly to show cooperation with the OECD and the European Union. The five countries that run citizenship-by-investment programmes, St Kitts and Nevis, Dominica, Grenada, St Lucia and Antigua and Barbuda, signed a joint agreement earlier this year setting new standards for how their schemes are run. The framework includes a shared minimum investment level, tighter vetting procedures and greater exchange of applicant data with international partners. Some jurisdictions have already revised their rules or paused specific routes while they upgrade due diligence systems. St Kitts raised its minimum contribution to USD 250,000, while Dominica and Grenada introduced independent audits of their CBI units and additional layers of background screening. The aim is to keep these programmes credible and protect their visa-free access arrangements with the EU and the UK. These steps mark the first coordinated effort across the region to apply shared standards, giving the programmes a stronger footing with international partners. What this means for investors For investors, the reality is a slower, more detailed process as scrutiny deepens under the new framework. Background checks that once took weeks may now take months as governments verify financial records, source of wealth and tax residency with greater precision. Applicants will need to prepare more detailed documentation and expect follow-up questions where information doesn’t line up across jurisdictions. The process is starting to resemble enhanced due diligence in financial services, with clearer templates for wealth verification and third-party data checks. This makes consistency more likely but also means applicants have to plan carefully. The new reporting system also limits the privacy these programmes once offered. Tax authorities now share information automatically, so each file needs to present an accurate picture of an investor’s income, assets and residence status. Gaps or inconsistencies can slow approval or trigger further review. Fees and minimum investment levels may also increase as governments cover the higher costs of compliance. Investors who prepare early, keep their records organised and work with experienced advisors will find the process smoother and less open to delay. Outlook for 2025 and beyond Over the coming year, the Caribbean programmes are expected to settle into a more uniform structure as the OECD standards take hold. Processing may stay slower, but governments are likely to balance stricter checks with predictable procedures once systems mature. For applicants with clear financial records and well-documented sources of wealth, legitimate routes will remain open. These programmes continue to serve investors who value global mobility and portfolio diversification, though the path now demands more preparation and transparency. Demand is expected to stay steady, with greater interest in jurisdictions that show strong compliance and stable international relationships. As reforms bed in, confidence will depend less on speed and more on the quality of compliance behind each application, shaping how both governments and investors approach citizenship planning in the years ahead. How can The Knightsbridge Group help? The Knightsbridge Group supports investors through every stage of the citizenship and residency process, from preparing financial records to coordinating with programme authorities and international partners. Our experience across multiple jurisdictions means clients receive practical guidance that fits both current OECD standards and local due diligence rules. To discuss your plans or review an existing application, contact [email protected].  

Dubai has unveiled a comprehensive development strategy aimed at positioning the city as the world’s most liveable and healthy urban environment by 2033. The plan includes sweeping initiatives across green infrastructure, education, aviation, healthcare, sports, and financial governance, reflecting Dubai’s commitment to long-term sustainability, wellbeing, and economic resilience. The new measures were approved by The Executive Council of Dubai, chaired by His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, as part of the broader Dubai Plan 2033 under the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. 1. Expanding Green Spaces: 310 New Parks and 800 Public Green Projects A central pillar of the plan is the Public Parks and Greenery Strategy, which will deliver more than 800 new urban green projects, including: 310 new public parks Upgrades to 322 existing parks 120 additional open recreational spaces 14 smart-technology-led sustainability initiatives The city also plans to triple its total number of trees and expand green areas to 187 square kilometres, ensuring that 80% of residents will live within a five-minute walk of a neighbourhood park. All irrigation systems will operate on 100% recycled water, reinforcing Dubai’s sustainability commitments. 2. Aviation Expansion: 15,000 New Jobs and Global Talent Development As Dubai continues its rise as a global aviation powerhouse – particularly with the expansion of Al Maktoum International Airport – the Aviation Talent 33 programme will: Create 15,000 new skilled jobs Provide 4,000 specialised training and upskilling programmes Establish 30 new international aviation partnerships Support the integration of Emirati talent into strategic sector roles This aligns with Dubai’s broader goals to double the size of its economy, attract AED 650 billion (USD 177 billion) in foreign investment, and increase Emirati participation in private-sector growth. 3. Strengthening Education: 60 New High-Quality Affordable Schools Dubai has approved a new Affordable Schools Policy designed to increase access to high-quality education while reducing cost barriers for families. The initiative will result in: 60 new affordable schools by 2033 120,000 new classroom seats Incentives for private investors, including reduced land leases and lower licensing fees The move supports the Dubai Education Strategy 2033, which aims to position Dubai among the top 10 cities globally for education outcomes. 4. Advancing Preventative Healthcare A new healthcare programme focusing on early medical detection and preventative care aims to increase life expectancy and reduce chronic disease rates. Key targets include: 40% increase in early colon cancer screening 50% expansion in vaccination coverage Appointment waiting times reduced to 7 days or less 90%+ patient satisfaction rates Sheikh Hamdan reaffirmed that early health intervention is both a personal and national priority, calling it “an investment in the future wellbeing of society.” 5. Turning Dubai into a Global Sports Capital Under the Sports Sector Strategy 2033, Dubai will expand support for: Professional and youth athletes International sports events Investment and development in 17 priority sports The programme includes 75 initiatives to position Dubai as a leading global sports hub, enhancing community wellbeing and international cultural engagement. 6. Reinforcing Financial Stability and Business Confidence A new Financial Restructuring and Insolvency Court will establish a specialised legal framework for restructuring, insolvency, and corporate recovery. This strengthens Dubai’s position as a top-tier international financial centre by: Protecting creditor and investor rights Ensuring business continuity Encouraging efficient recovery instead of forced liquidation A Unified Vision for the Next Decade Commenting on the initiatives, Sheikh Hamdan said: “We are building the world’s most liveable city – one that balances nature, innovation, health, and opportunity for future generations.” Knightsbridge Group Commentary Dubai’s 2033 initiatives signal strong, forward-looking policy stability, supporting long-term investment across: Real estate and development Education and healthcare infrastructure Aviation and logistics Sports, hospitality, and leisure sectors For international investors, families, and companies, the strategy reinforces Dubai’s position as a secure, growth-oriented environment for living, building, and investing. Knightsbridge Group continues to assist clients in navigating company formation, residency planning, investment structuring, and market entry as Dubai accelerates into its next phase of global leadership.

Portugal has been a steady favourite for people building a base in Europe. Its mix of lifestyle, safety and accessible residency through property investment has attracted families and entrepreneurs for years. That model changed in 2023 when the government ended real estate as a qualifying route under the Golden Visa to steer capital into more productive areas. The decision left many asking which options still count, and whether property has any place at all in the updated rules. Interest hasn’t faded. Portugal still offers a clear path to residency in Europe, backed by stable governance and secure long-term rights. The sections below set out how the system now works, which routes are open, and where property fits. What changed in Portugal’s Golden Visa Law No. 56/2023 took effect in October 2023 and reset the criteria for residency by investment. It removed routes based on buying property or placing large capital in a local bank, both widely used for over a decade. The aim is to direct investment toward activity that supports jobs, research and cultural projects. For advisers and investors, this closed the easiest entry point and made room for more structured investments through licensed channels. Fund options have grown as investors look for compliant, diversified ways to participate while keeping exposure to steady sectors. The change has also brought in a broader mix of professionals, from managers to legal teams and administrators who know how to run regulated vehicles. The updated RBI routes Today the programme relies on a smaller set of paths that put money to work in the real economy. The most common is an investment of at least €500,000 in a regulated venture capital or private equity fund. These funds are licensed by Portugal’s securities regulator and run by professional managers who invest across energy, tourism, healthcare and technology. Other recognised routes include creating jobs through a Portuguese company, backing cultural or scientific projects, or setting up a new business that employs local staff. Each path has its own process, compliance checks and reporting, so early legal and financial guidance helps avoid delays. Taken together, these routes now form the core of the programme and replace passive property purchases with managed, transparent investment. The fund route: how it works Under this route, investors buy units in regulated funds run by licensed managers under CMVM supervision. Each fund follows a clear strategy and meets strict audit and reporting standards. Portfolios are often spread across sectors such as energy, technology and tourism, and some keep indirect exposure to property through hotel or development projects rather than individual units. The model is built for oversight and clarity. Investors join a managed structure with independent administration, due diligence and regular reports on performance. Fund terms typically run five to ten years with defined exit points, so timelines and liquidity are known in advance. For many, that mix of reporting, valuations and governance feels easier to live with than the upkeep, tenant issues and legal work that come with owning bricks and mortar abroad. Can real estate still play a role? Direct property purchases no longer qualify, though real estate hasn’t vanished from the picture. Some regulated funds invest in hotel, housing or mixed-use schemes. These count because the investor holds units in a managed vehicle under Portuguese regulation, not deeds to a flat. Before committing, investors should confirm the fund’s CMVM registration, understand its focus and look at its record. Audited statements, clear valuations and plain updates from the manager are good signs. This route keeps a link to property through a controlled structure, giving exposure to development risk and income while staying within today’s legal framework. Why Portugal still appeals Portugal keeps steady interest for straightforward reasons. It’s safe, well run and easy to settle in. The climate is mild, healthcare is strong and living costs compare well with much of Western Europe. The tax regime still helps new arrivals plan, with the Non-Habitual Resident regime and its successor offering defined reliefs for those who qualify. The five-year path to citizenship is a major draw for families who want EU access. And while the rules have tightened, investor confidence has held up. Most view the updates as evolution, and Portugal’s blend of lifestyle, predictability and clear rules keeps it high on shortlists. How The Knightsbridge Group can help The Knightsbridge Group has over a decade of experience advising international families and investors on residency, citizenship and cross-border planning. Our team supports clients through every stage of the Portuguese residency process, from eligibility checks and investment documentation to coordinating applications and renewals with licensed professionals. If you’d like guidance on Portugal’s residency routes or any other citizenship or structuring matter, contact us at [email protected].

Many non-Muslim expats believe that once they’ve signed a notarial will, their plans for guardianship and inheritance are secure. But despite appearing compliant, these wills can still be subject to local interpretation and may not offer full protection. For greater legal certainty, many now turn to the DIFC Wills and Probate Registry, which provides a common law framework specifically designed for non-Muslims in the UAE. The result is a process that offers greater consistency and fewer unknowns. This article explains how notarial wills leave gaps, how the DIFC process closes them and why that difference matters if you have children, property or future plans tied to the UAE. What is a notarial will, and where it falls short A notarial will is signed in the presence of a Dubai Courts notary, usually in Arabic, sometimes with an English version attached. For expats, it’s often seen as a quick and affordable way to set out who inherits what and who should act as executor or guardian. It’s simple on paper, but in practice, the structure has clear limits. These wills are stored within the court system but aren’t part of a searchable registry. That can make them hard to retrieve or confirm, particularly if the family lives overseas or isn’t fluent in Arabic. There’s also no guarantee a notarial will is enforced as intended. Judges have wide discretion when deciding whether the document meets legal standards. If parts of it are vague, unregistered or poorly translated, the court may apply default rules instead of following what’s written. This has happened in practice. One case involved a European expat who left instructions for his Dubai property to go to his wife and children. The will was valid in form, but the court split the estate based on fixed shares, citing the way the document had been drafted and filed. Guardianship cases show the same kind of risk. Courts don’t always follow the named guardian if the will lacks clarity or hasn’t gone through a recognised system. Depending on the situation, guardianship could be granted to extended family, another party, or in rare cases, to the state, particularly when both parents are gone or unavailable. These outcomes don’t apply across the board, but where there’s legal ambiguity, the court has room to decide. That means, without a well-defined structure, families can lose control over key decisions. How DIFC wills ensure certainty The DIFC Will avoids this uncertainty by operating under a separate legal system. It’s prepared and registered under DIFC Courts, which follow common law and support full testamentary freedom for non-Muslims. That allows parents to appoint guardians, spouses to transfer property, and beneficiaries to be named without restrictions. These instructions are legally binding and enforced by the DIFC without needing approval from Dubai Courts. The process is clearly laid out. Wills are registered electronically, witnessed in person or remotely via video, and held securely in the DIFC Wills and Probate Registry. Disputes, if they arise, are resolved directly within the DIFC Court system. There’s no need for referral to a local court, no requirement for Arabic translation and no judicial discretion over the substance of the will. The outcome follows the document as written. DIFC Wills can be created as Single Wills or Mirror Wills for couples, and can cover real estate, bank accounts, business shares, personal belongings and guardianship appointments. The process is open to non-Muslim residents or property owners aged 21 or over with assets in the UAE. For families with children, interim and permanent guardianship provisions can be built into the will. These allow for short-term care decisions to be made immediately, without delay, while longer-term arrangements are formalised. This framework reflects recent changes in the law. Under Federal Decree Law No. 41 of 2022, non-Muslims can now manage inheritance and family matters through civil law, rather than Sharia principles. The DIFC Will provides a recognised way to do this, with a clear enforcement route and minimal procedural risk. The process can even be completed via remote video signing if you are based overseas. Most appointments are completed within a few days and the registration itself is typically handled by legal or corporate service firms familiar with the formalities. A simple step that protects what matters If you're a non-Muslim expat with dependents or assets in the UAE, a DIFC Will can give you structure, clarity and legal certainty. The DIFC system removes ambiguity, ensures your instructions are recorded in the right format, and offers a direct route to enforcement without the need to rely on secondary court approval. How can The Knightsbridge Group help? The Knightsbridge Group has over a decade of experience guiding international families through succession planning, DIFC Will registration and guardianship arrangements in the UAE. If you’re ready to put the right structure in place to protect your assets and dependents, we’re here to help. To speak with a specialist, email us at [email protected].

Few would have predicted that one of the brightest stories in global fintech would come from the Middle East and North Africa, yet in less than a decade the region has turned into a centre of momentum. While investment across Europe and North America has cooled of late, funding in the MENA region passed USD 2 billion in 2024 with the number of active firms climbing beyond 1,500. Saudi Arabia, the UAE, and Egypt are at the forefront, creating new unicorns and attracting global investors to a market that offers the conditions fintech startups need to succeed at scale. This article looks at why MENA has emerged as one of the most promising regions in the world for fintech growth, and what sets it apart from established hubs elsewhere. Capital flows and investor appetite Much of the region’s momentum comes from how capital is being deployed. Gulf sovereign funds and large family groups have made fintech part of their wider investment strategies, often backing firms at a speed and scale that founders elsewhere struggle to match. In Saudi Arabia alone, fintech startups raised about USD 1.3 billion across 2023 and 2024, with deals such as stc Bank’s USD 200 million round setting new benchmarks for the sector. The UAE has followed a similar course, with Dubai-based funds leading a significant share of Gulf fintech rounds in 2024. This depth of liquidity shortens the path from seed to growth stage, cutting out the long pauses and down rounds that are common in Europe and North America. Average deal times in the Gulf are often measured in weeks rather than months, which changes the rhythm of building a company and gives startups in the region a rare advantage. Regulation and supportive frameworks The other reason startups have gained pace in the region is the way regulators have opened the door while keeping oversight firm. In Saudi Arabia, the central bank has played a leading role, issuing three digital bank licences and running a sandbox that has now approved more than 50 new models in payments, lending, and wealth tools. That mix of permission and supervision has allowed firms to test at scale without losing the confidence of customers or investors. Elsewhere, Dubai’s DIFC and Bahrain have taken a similar course, giving early stage companies structured routes to trial products under watch before moving into full licences. Open banking is also being phased in, with Saudi Arabia mandating rollout across banks by 2025. These steps give smaller firms access to data once held tightly by incumbents and make it clearer how startups can grow within the system without the regulatory grey areas seen in other markets. Demographics and consumer demand The strength of the region’s fintech market also rests on its demographics. More than half of the population is under 30, and smartphone penetration in Gulf states sits above 90 percent. That combination of youth and digital access has created a consumer base ready to adopt new financial services at speed. In Saudi Arabia, where about 70 percent of adults were outside the formal banking system only a decade ago, the use of digital wallets has grown by more than 40 percent year on year. Buy-now-pay-later services have also surged, with adoption rates among the highest in the world. This shows how quickly consumer behaviour is changing. Egypt is seeing the same effect, with mobile payments now processing transactions in the billions each year. For fintech founders, it means the region offers a customer base that’s both young and highly engaged with new ways of managing money. Government agendas and infrastructure Fintech growth in the region is also being shaped by government strategies that treat digital finance as part of wider economic reform. In Saudi Arabia, Vision 2030 set a target of raising cashless transactions to 70 percent by the end of the decade, and programmes like Fintech Saudi have already helped hundreds of startups move from pilot to market. Public backing has also included direct funding, incubators, and links between regulators, banks, and universities to build a stronger talent base. The UAE has taken a parallel route, with DIFC and ADGM both promoting fintech hubs that connect early stage firms with capital and licensing support. Bahrain has positioned itself as a first mover in regional open banking rules, drawing in cross-border entrants. These initiatives mean startups can access clearer licensing routes, stronger institutional backing, and a deeper pool of skilled talent, all of which make it easier to build and scale. Global positioning and cross-border growth Beyond domestic policy, the regional fintech story has an international dimension. Saudi Arabia has pushed forward on cross-border payments, with the central bank linking systems to the UAE and experimenting with digital currencies for trade settlement. Several Gulf-backed fintechs have already expanded into Egypt, Pakistan, and parts of Africa, using the region’s location as a bridge between large neighbouring markets. Global comparisons highlight the scale of this progress. While London and Singapore remain established hubs, MENA’s fintech revenue is forecast to grow at more than twice the global average, reaching a projected annual rate of 35 percent through 2028. For founders, that means the dual benefit of a fast-growing home market and a base from which to reach neighbouring economies in Africa and South Asia. From local momentum to global reach Fintech in the region has moved to the centre of global growth. Capital is flowing at record pace, regulation is structured but open, consumer demand is strong, and governments are backing the sector as part of wider economic reform. Saudi Arabia, the UAE, and Egypt stand out, yet the effect is regional, with scale that stretches beyond national borders. For founders and investors, this is a market where growth today connects directly to influence over how financial systems in MENA, Africa, and South Asia develop in the years ahead.

Business dealings in Dubai can run smoothly for years, yet disputes are part of commercial life. A contract may be breached, payment withheld, or a partnership come to an end. When that happens, the parties often have no choice but to take the issue before the courts. Dubai is unusual in having two parallel systems that hear civil and commercial cases. The local courts follow UAE procedure, while the DIFC Courts operate independently with their own framework. Which forum you use shapes the process, from filing to judgment, and can influence timing, cost, and enforcement. The sections below explain how cases are filed in each. Jurisdiction and choice of court When contracts are drafted in Dubai, one of the most practical points to settle is which court will hear disputes. If there’s no clause on jurisdiction, cases with a local link usually fall to the Dubai Courts. Proceedings there are in Arabic, they follow UAE civil procedure, and parties need certified translations of their documents. The DIFC Courts give a very different route. They apply common law, conduct hearings in English, and have a reputation for handling cross-border cases. What makes them stand out is the opt-in clause. A single line in a contract can move future disputes into the DIFC system even if the dispute itself has nothing to do with the free zone. That’s why many contracts with foreign parties include it by default, especially if judgments need to be enforced abroad or complex finance issues are at stake. Filing a case in Dubai Courts Filing and registration A case in the Dubai Courts begins with a detailed statement of claim that sets out the dispute, the legal basis, and the remedy being sought. It’s filed online through the court portal and the fee is paid at that stage. Fees are linked to the value of the claim but are capped at AED 40,000 for civil and commercial disputes. Once the claim is accepted, the court registers it and serves the defendant, usually by electronic notification though bailiffs are still used in some cases. Hearings, judgment, and appeal From there the file moves into case management, where a judge checks the pleadings and evidence before fixing hearing dates. Hearings themselves are brief, sometimes only a few minutes, because most submissions are handled in writing. Since proceedings are in Arabic, every contract or piece of evidence in another language has to be translated by a certified translator, and this is often where delay and extra cost arise. Judgments in straightforward cases are often issued within a few months. Appeals must be filed within 30 days, first to the Court of Appeal and then, on points of law, to the Court of Cassation. Once a judgment is final it goes to the execution court, which has broad powers to enforce payment by freezing accounts or attaching assets. Filing a case in DIFC Courts Unlike the Dubai Courts, where every claim starts with a detailed statement in Arabic, the DIFC process begins with a simple claim form filed through the eRegistry and the fee paid at the same time. Once the case is accepted it’s assigned to a judge, who sets the timetable for how it will move forward. The system is designed to be fast and accessible, and in practice most filings are handled online without difficulty. Procedure also feels different to the local courts. Judges hold case management conferences, timetables are fixed early, and disclosure of documents is broader. Hearings are often longer and more detailed, reflecting the common law style. Because everything is in English, parties avoid the cost and delay of translating contracts and witness statements, which is often a deciding factor for international businesses. Appeals go to the DIFC Court of Appeal and in limited cases to the Court of Cassation. Judgments can be taken into the Dubai Courts for enforcement and are often easier to rely on abroad, so this route is frequently written into contracts where cross-border enforcement is expected. Practical considerations when choosing where to file When weighing the two court systems, the decision usually comes down to priorities rather than a single feature. For businesses trading mainly within the UAE, the Dubai Courts often provide a more direct route to enforcement, while for cross-border contracts the DIFC’s links to international recognition can be more persuasive. The nature of the dispute also carries weight. Complex finance or shareholder issues are often better suited to the DIFC, where judges have international backgrounds and cases are managed in a common law style. By contrast, local trade disputes or straightforward debt claims tend to move more smoothly through the Dubai Courts. Cost also plays a part. DIFC’s higher fees may be justified if the case is document-heavy, conducted in English, or likely to need recognition abroad. For claims centred on straightforward obligations or local dealings, the Dubai Courts tend to be the more practical option.

Few would have predicted that one of the brightest stories in global fintech would come from the Middle East and North Africa, yet in less than a decade the region has turned into a centre of momentum. While investment across Europe and North America has cooled of late, funding in the MENA region passed USD 2 billion in 2024 with the number of active firms climbing beyond 1,500. Saudi Arabia, the UAE, and Egypt are at the forefront, creating new unicorns and attracting global investors to a market that offers the conditions fintech startups need to succeed at scale. This article looks at why MENA has emerged as one of the most promising regions in the world for fintech growth, and what sets it apart from established hubs elsewhere. Capital flows and investor appetite Much of the region’s momentum comes from how capital is being deployed. Gulf sovereign funds and large family groups have made fintech part of their wider investment strategies, often backing firms at a speed and scale that founders elsewhere struggle to match. In Saudi Arabia alone, fintech startups raised about USD 1.3 billion across 2023 and 2024, with deals such as stc Bank’s USD 200 million round setting new benchmarks for the sector. The UAE has followed a similar course, with Dubai-based funds leading a significant share of Gulf fintech rounds in 2024. This depth of liquidity shortens the path from seed to growth stage, cutting out the long pauses and down rounds that are common in Europe and North America. Average deal times in the Gulf are often measured in weeks rather than months, which changes the rhythm of building a company and gives startups in the region a rare advantage. Regulation and supportive frameworks The other reason startups have gained pace in the region is the way regulators have opened the door while keeping oversight firm. In Saudi Arabia, the central bank has played a leading role, issuing three digital bank licences and running a sandbox that has now approved more than 50 new models in payments, lending, and wealth tools. That mix of permission and supervision has allowed firms to test at scale without losing the confidence of customers or investors. Elsewhere, Dubai’s DIFC and Bahrain have taken a similar course, giving early stage companies structured routes to trial products under watch before moving into full licences. Open banking is also being phased in, with Saudi Arabia mandating rollout across banks by 2025. These steps give smaller firms access to data once held tightly by incumbents and make it clearer how startups can grow within the system without the regulatory grey areas seen in other markets. Demographics and consumer demand The strength of the region’s fintech market also rests on its demographics. More than half of the population is under 30, and smartphone penetration in Gulf states sits above 90 percent. That combination of youth and digital access has created a consumer base ready to adopt new financial services at speed. In Saudi Arabia, where about 70 percent of adults were outside the formal banking system only a decade ago, the use of digital wallets has grown by more than 40 percent year on year. Buy-now-pay-later services have also surged, with adoption rates among the highest in the world. This shows how quickly consumer behaviour is changing. Egypt is seeing the same effect, with mobile payments now processing transactions in the billions each year. For fintech founders, it means the region offers a customer base that’s both young and highly engaged with new ways of managing money. Government agendas and infrastructure Fintech growth in the region is also being shaped by government strategies that treat digital finance as part of wider economic reform. In Saudi Arabia, Vision 2030 set a target of raising cashless transactions to 70 percent by the end of the decade, and programmes like Fintech Saudi have already helped hundreds of startups move from pilot to market. Public backing has also included direct funding, incubators, and links between regulators, banks, and universities to build a stronger talent base. The UAE has taken a parallel route, with DIFC and ADGM both promoting fintech hubs that connect early stage firms with capital and licensing support. Bahrain has positioned itself as a first mover in regional open banking rules, drawing in cross-border entrants. These initiatives mean startups can access clearer licensing routes, stronger institutional backing, and a deeper pool of skilled talent, all of which make it easier to build and scale. Global positioning and cross-border growth Beyond domestic policy, the regional fintech story has an international dimension. Saudi Arabia has pushed forward on cross-border payments, with the central bank linking systems to the UAE and experimenting with digital currencies for trade settlement. Several Gulf-backed fintechs have already expanded into Egypt, Pakistan, and parts of Africa, using the region’s location as a bridge between large neighbouring markets. Global comparisons highlight the scale of this progress. While London and Singapore remain established hubs, MENA’s fintech revenue is forecast to grow at more than twice the global average, reaching a projected annual rate of 35 percent through 2028. For founders, that means the dual benefit of a fast-growing home market and a base from which to reach neighbouring economies in Africa and South Asia. From local momentum to global reach Fintech in the region has moved to the centre of global growth. Capital is flowing at record pace, regulation is structured but open, consumer demand is strong, and governments are backing the sector as part of wider economic reform. Saudi Arabia, the UAE, and Egypt stand out, yet the effect is regional, with scale that stretches beyond national borders. For founders and investors, this is a market where growth today connects directly to influence over how financial systems in MENA, Africa, and South Asia develop in the years ahead.

Joint ventures are a common way to enter the Dubai market, particularly in sectors where foreign ownership is restricted or local licensing is required. Most are structured either through a jointly owned company or a contract between independent parties. Each approach has its own risks and legal implications, from who controls decisions to how disputes are handled and what happens if one side wants out. This article sets out the key structural choices, where issues tend to arise, and what should be in place from the start. Start with the right structure Most UAE joint ventures fall into two categories: incorporated or contractual. Each carries different risks, especially when third-party liability or licensing is involved. An incorporated JV, usually set up as an LLC, creates a separate legal entity. The company signs contracts in its own name, holds assets, and limits the personal liability of its shareholders. This setup works better for longer-term ventures, regulated activities, or where a standalone licence is required. A contractual JV avoids incorporation. The parties remain independent and operate under a commercial agreement that sets out who does what and how profits or losses are shared. These are often used for one-off projects or when licensing and cost constraints make a separate company impractical. Liability and enforcement differ too. An incorporated JV can enter contracts and bring claims in its own name. In a contractual setup, enforcement rights depend on how responsibilities are allocated and who holds legal standing. Control and equity rarely match exactly In sectors with foreign ownership limits, legal shareholding and day-to-day control are often split. A local partner might hold 51% on paper but take no active role. In other cases, the party making key decisions may not appear in the official filings at all. These gaps need to be managed clearly from the start. The joint venture agreement should spell out who is responsible for operations, who controls spending, and how decisions are made. These terms should match what appears in the trade licence and constitutional documents. If they differ, the official record usually takes precedence in court. Side agreements or nominee arrangements are sometimes used to reflect the real balance of control. Whether they hold up depends on how they’re written, how well they’re supported by the documents, and the forum in which they’re tested. In the UAE, offshore nominee agreements that contradict local filings or conceal effective control often carry less weight. Defining exit and deadlock procedures Well-drafted joint ventures set out how each party can exit and what happens if decisions cannot be reached. This includes clear procedures for buyouts, valuation, and fallback steps when agreement is not possible. Exit clauses should define when a party can leave, how the valuation is handled, who oversees it, and how the transaction is completed. The process should work even if one side does not cooperate. Deadlock provisions need to go beyond general intent. The agreement should lay out what happens if board or shareholder decisions cannot move forward. Common solutions include third-party mediation, external valuation, or structured buy-sell mechanisms. Avoid open-ended terms. Language like “mutual agreement” or “best efforts” often lacks enforceability. More useful are practical, time-bound steps that provide a path forward when formal consensus breaks down. Licensing, governance and director risk Joint ventures that operate in regulated sectors, such as healthcare, education, media or financial services, often need approvals beyond the trade licence. These can include activity-specific permits, federal clearances, or local authority sign-offs. If these are missed, the company may not be allowed to operate as intended. Director appointments also carry specific legal weight. Under UAE law, board members are personally liable for company conduct. Even if a director acts on instruction from a partner, liability still rests with the named individual. That includes nominee directors or informal representatives once their names appear on public records. Regulatory filings such as UBO declarations, economic substance reports and real ownership registers now make it harder to separate formal records from real control. If agreements or internal practices do not align with what’s filed, those differences typically surface during compliance reviews, renewals, or legal proceedings. To reduce exposure, governance terms, decision rights and public records all need to match. Any gap between them creates risk, especially when one party holds influence without accountability. Disputes, enforcement and forum choice Disputes often stem from mismatched expectations around control, capital and decision rights. One party funds the venture, the other handles operations, and the agreement never clearly sets out who decides what. Deadlock provisions, quorum rules and veto rights are either missing or vague. That’s when deals stall. Most joint venture agreements refer to arbitration which is usually DIAC or the ADGM Arbitration Centre. But urgent issues like asset freezes, account access or injunctions still depend on action through the Dubai Courts. If a partner moves funds or blocks a key decision, court intervention is often the only real option. To enforce rights quickly, the agreement must do more than name a forum. It should set out what triggers action, who can act, what evidence needs to be produced, and how each party secures standing. Delays often come down to gaps in how roles were recorded or who is officially recognised to represent the company. Forum choice only works if the practical steps like timing, filings and access have been built into the structure from the start. How The Knightsbridge Group can help The Knightsbridge Group has over 20 years of experience advising on joint ventures and corporate structuring across the UAE. We help founders, shareholders and legal teams put clear agreements in place, align decision-making with regulatory requirements, and plan for control, exit and enforcement from the outset. Whether you're setting up a new venture, taking on a local partner, or reviewing an existing arrangement, we provide practical, sector-specific advice backed by deep regulatory and licensing insight. To speak with an expert, contact us at [email protected].

Recent years have brought major changes to the UAE’s legal system. Corporate tax, stricter Emiratisation targets, expanded AML rules and closer scrutiny of free zones have all raised the bar on compliance. Business decisions now carry more legal weight, and the cost of getting things wrong is higher. Legal advice plays a bigger role in day-to-day operations, but many companies still treat it as a last resort. That gap between when help is needed and when it’s sought often proves costly. A legal retainer offers a more practical approach. It gives you a steady line to legal support, helping you stay ahead of problems rather than chasing them after they land. This article breaks down what a retainer covers, who it suits and how to decide if it’s the right move for your business. When a legal retainer makes sense Running a business in the UAE means dealing with frequent regulatory updates, tight filing windows and strict enforcement. Legal questions come up often, but they’re not always flagged early, and these oversights tend to create bigger problems later. A vague clause in a service agreement, a late licence renewal, or a rushed shareholder resolution can lead to issues that take weeks to fix. These kinds of setbacks are common, especially with shifting rules around AML, tax and corporate governance. Take the DMCC. Companies there must now appoint a compliance officer, maintain a beneficial ownership register and meet tougher onboarding checks. Other free zones and mainland regulators are moving in the same direction. A retainer gives ongoing access to legal support without the cost of hiring in-house. It means documents can be reviewed before they’re signed, filings checked before submission and decisions made with a better understanding of the risks. What retainers usually include (and what they don’t) Most legal retainers are built around a set number of hours or tasks each month. These are typically used to review contracts, prepare shareholder or board resolutions, respond to MOHRE or regulatory queries and give quick answers to operational issues before they escalate. Some agreements also include access to standard templates or tools for routine filings. Retainers are most useful for the steady flow of legal work that runs alongside daily operations. Things like checking terms, resolving minor compliance concerns, drafting documents and keeping on top of regulatory changes. They also set clear limits. Litigation, complex M&A, or cross-border restructuring usually fall outside scope and are billed separately, though a good firm will flag this early and confirm next steps before moving ahead. The goal is to keep day-to-day legal support predictable, while still offering access to deeper expertise when needed. The difference between reactive and retained legal support When legal advice is only sought after something has gone wrong, it usually takes longer and costs more. The lawyer needs time to review the background, check documents and figure out what’s already been done. By then, options may be limited and the risk harder to contain. One of the main benefits of a retainer is familiarity. The lawyer already understands how the business is structured, which agreements are in place and who handles what. That means they can step in with clear, informed advice without needing a full briefing each time. It also changes how legal advice is used. Clients are far more likely to flag an issue early when they know they won’t be charged by the hour. That early call often stops the problem from turning into a penalty or dispute later. When a legal retainer becomes essential Once a business begins to deal with regulators, investors or overseas transactions, on-call legal advice becomes less of a convenience and more of a requirement. A company licensed for regulated activity, with multiple shareholders or staff moving across borders, will often face overlapping legal duties that are easy to miss without guidance. This includes periodic filings for ESR and UBO, ongoing AML checks, and rapid response to notices from free zone or federal authorities. In these cases, having legal input built into the monthly cycle helps keep you ahead of deadlines and out of trouble. The same applies when you’re managing frequent employment issues or being asked to disclose structure or ownership to banks and counterparties. The margin for error narrows as these requests multiply. A retainer ensures the advice is already there, without needing to start from scratch each time. How retainer models are priced and structured Pricing usually reflects how much input a firm expects to give. Some plans cover a set number of hours, others follow a fixed scope with capped tasks each month. Hybrid setups are also possible too, where base support is priced monthly and anything outside scope is charged as needed. The structure tends to follow the shape of the business. If the setup is more complex, then the cost adjusts to match. For example, a small trading company with a simple structure might need light-touch support to cover contracts and filings whereas a holding company with overseas entities or a startup hiring quickly in multiple free zones will face a heavier stream of legal work. Larger companies often need wider terms or higher thresholds, especially when there are board meetings, share issues, or frequent regulatory interactions. In all cases, the aim is to keep things predictable without locking out access when something more involved comes up. That flexibility is what makes the model useful across different types of businesses. Need legal support that fits your structure? The Knightsbridge Group has spent over a decade advising businesses in the UAE across sectors and stages of growth. We help clients put the right frameworks in place, whether that means reviewing contracts, responding to regulatory notices, or building in legal support as day-to-day needs evolve. For steady, informed guidance tailored to how your business works, contact us at [email protected].

Saudi Arabia has committed over SAR 100 billion to education and training as part of Vision 2030. A key focus is bringing in more private sector expertise across technical, vocational and corporate learning. There’s steady demand across Saudi Arabia for language instruction, practical skills courses, and training in areas like finance, digital tools and business management. For experienced providers, it’s a market with room to grow. This guide walks through the key steps to setting up an education or training company in Saudi Arabia, including what licences you may need and how the process works in practice. Choose your model and focus Start by deciding what kind of training you want to offer. This might be a private learning centre, tailored corporate programmes, a digital learning platform or a niche subject such as coding or soft skills. Language and tech-based programmes are in demand, along with vocational and job-readiness training. Some activities fall under regulation, others don’t. If your courses involve certified instructors or lead to a recognised qualification, you’ll likely need approval from the Technical and Vocational Training Corporation (TVTC). For short, non-accredited sessions or company workshops, a standard commercial licence may be enough. Sorting this out early helps avoid delays later. Get MISA approval for foreign ownership If you plan to own the business outright, you’ll need a foreign investment licence from the Ministry of Investment (MISA). This is the entry point for international companies and individuals setting up in Saudi Arabia. The application requires a business plan, details of your intended activity and proof of capital. Once approved, MISA will issue an investment licence that lets you proceed with commercial registration. Timing varies, but most approvals come through within a few weeks. Without MISA approval, you’ll need a Saudi partner who holds at least 25% of the business under current rules. Apply for a commercial registration (CR) Once MISA approval is granted, you’ll register the business with the Ministry of Commerce. This includes choosing a company name and applying for a Commercial Registration (CR), which confirms your legal status. Most foreign-owned training firms set up as limited liability companies (LLCs), although other formats exist. You’ll need to select the right activity code from the ISIC list based on your service offering. A local office address is also required and must match the registration details. Obtain TVTC licensing if required If your business offers vocational training or regulated instruction, you’ll need a licence from the Technical and Vocational Training Corporation (TVTC). This applies to in-person centres and many e-learning platforms, especially those offering certificates or structured programmes. The application process includes submitting course outlines, trainer CVs and a full plan of the facility. TVTC reviews the content, checks trainer qualifications, and may carry out a site visit before approval. Instructors must meet certain standards, including relevant degrees or proven work experience in the field. Online platforms may need to show how content is delivered, how learners are assessed and how records are kept. Licensing timeframes can vary, so it helps to keep your documents well organised and ready to submit when required. Final setup tasks before operations begin With the main approvals in place, a few final steps remain. Apply for a municipality licence to legally operate your site and register with the local Chamber of Commerce. If you expect to cross the VAT threshold, you’ll also need to register with ZATCA. Other essentials include getting company documents stamped, opening a corporate bank account and completing any required translations or attestations. Most of this runs in parallel during the final setup phase. Hiring, Saudisation, and visas Staffing a training business in Saudi comes with some fixed rules. Nitaqat quotas apply once you go beyond five employees, and certain jobs like reception and admin are often reserved for Saudi nationals. For trainers, you’ll need to show credentials upfront, usually a degree and some experience in the subject area. If you’re bringing in foreign staff, make sure their qualifications match both visa criteria and any licensing checks. TVTC approval may also be needed on a case-by-case basis. Most centres start small, with five to ten employees, depending on how many courses or training rooms are in use. Outlook and demand areas There’s strong momentum around upskilling across Saudi Arabia, driven by both government schemes and business demand. Riyadh, Jeddah and Dammam are seeing the highest activity, especially in fields like tech, finance, logistics and service delivery. Companies are investing more in training, often in partnership with local or national programmes. Remote learning is now widely accepted, particularly for adult learners and corporate teams. Edtech providers and course operators offering flexible formats are well placed to meet this shift. There’s also room to plug into public initiatives, either through direct contracts or as an approved private partner. With demand growing and entry points expanding, now is a great time to enter this market and build a presence in one of the Kingdom’s fastest growing sectors. How can The Knightsbridge Group help? With more than ten years of experience supporting international companies across the Gulf, we help clients set up and run their operations in Saudi Arabia with clarity and confidence. We manage the full process, from MISA licensing and commercial registration to TVTC approvals, Saudisation planning, office setup and visa support. Our team also advises education and training firms on how to structure their operations clearly, meet local rules, and stay practical about compliance. To speak with us about launching a training or education business in Saudi Arabia, or to get help with any part of the setup, email us at [email protected].

Private wealth is moving away from traditional formats. As assets shift off paper and into digital form, investors are rethinking how they store and transfer value across borders. Over the past two years, tokenisation has gained ground as a practical way to represent ownership of real assets in units that are easier to divide, safeguard and pass on. Since 2022, the UAE has started rolling out clear regulatory frameworks to support this change. Both DIFC and ADGM now license custody providers for tokenised securities and alternative assets under financial services law, and ADGM’s latest updates have expanded the scope of what custodians can hold and manage under regulated conditions. This article looks at how these developments are shaping long-term wealth planning, and why custody is becoming central to that shift. DIFC and ADGM: Building regulated infrastructure Since 2022, the UAE has started to formalise how digital assets are held and safeguarded. Both DIFC and ADGM now license custodians to hold tokenised equity, structured products and alternative assets like real estate funds and private shares. This has created a clearer path for private wealth to be held securely, passed on and accessed under controlled conditions. Custody tools can be linked to external systems, allowing for transfers, permissions and oversight without losing control. Together, these steps are laying the groundwork for digitised capital markets and a more structured way to manage long-term value. From crypto to capital: Real use cases emerging Tokenisation is starting to show its value in areas well beyond crypto trading. Family offices are using it to bring flexibility to holdings that were once difficult to divide or transfer. That includes income-producing property, closed-end funds and hard assets such as art or collectibles. A tokenised stake in a leased commercial building, for instance, can be sold in smaller units, giving family members access to cash flow without needing to liquidate the full asset. High-value art or vintage cars can be held in digital form, shared among heirs, or sold in portions when needed. Private equity interests, which often tie up capital for years, can now be structured more transparently, with access permissions and tracking built in. This shift makes it easier to involve more people in ownership, manage shared holdings across generations and plan transitions with fewer complications. Tokenised assets that once sat outside formal systems can now be brought under regulated custody with clearer controls over access and transfer. Wealth planning and succession: New tools for control Tokenised assets are adding new flexibility to long-term wealth planning. Ownership can now be placed in private vehicles like SPVs or Foundations, with embedded rules on how those holdings are managed or transferred. These structures help preserve intent, provide continuity and reduce the need for probate. Custody providers can link permissions directly to these vehicles, supporting family agreements, shared access and conditional transfers triggered by events such as death or incapacity. The result is more control with fewer complications, especially for families with multi-jurisdiction estates. Tokenisation doesn’t replace familiar estate tools. It adds clarity and portability to established structures while keeping their legal foundations intact. Practical adoption: How families are starting to use it Some families are already applying these tools in real structures. Instead of maintaining separate setups in each country, they’re using a unified custody framework paired with SPVs, Foundations or DIFC Wills to organise rights and define access. Tokenised assets are being arranged to reflect tax and legal rules across jurisdictions, without needing to rework the structure every time. This simplifies estate planning for families with heirs in multiple countries or where holdings span legal systems. When rules on access are already built in, transitions become quicker, clearer and less dependent on local processes. What once took months of paperwork can now be handled within an agreed framework that works across borders. Banks and custody tech: integration in motion Banks in the UAE are beginning to work more closely with custody tech firms, connecting their systems to platforms built to safeguard tokenised assets. This lets banks offer the same level of security for tokenised property or private securities as they already do for cash or gold. The result is a growing number of bank-backed custody solutions that feel familiar to clients but are powered by third-party tech in the background. Some are using white-label models to get to market faster, while keeping the client experience under their own brand. It is a shift that makes tokenisation feel less like an experiment and more like a service built into the financial system. For investors, it means trusted institutions can now store digital assets to institutional standards, without new processes or platforms to learn. Why this matters to investors These are still early moves, but they’re shaping how private wealth is now being managed in practice. Institutional systems are starting to absorb it, giving tokenised wealth a clearer role in long-term planning. For investors, that means more flexibility in how ownership is recorded, shared or passed on. Structures can reflect family intent, function across borders and stay in place through generational shifts. It’s not a change in what is being owned, but rather how ownership is being organised, and as the tools improve, they’re making long-term control, portability and cross-border access simpler to build into the structure from the start.

Many international residents in the UAE assume that by being resident in the country, they also automatically have tax residency. It’s a common mistake. A residence visa allows you to live and work here, but that doesn’t mean you meet the criteria for tax residency under UAE law or international standards. This mix-up can create problems, especially for those with links to more than one country. Cases of double taxation, treaty denial and reclassification are becoming more frequent. Since 2023, the UAE has applied formal rules to define tax residency. This article looks at what those rules are and how to make sure your status holds up if challenged. Immigration status does not define tax residency Holding a residence visa means you can live in the UAE, open a bank account, apply for utilities, sponsor family and, if your licence allows it, work. It doesn’t confirm where you’re tax resident. That’s a separate issue, dealt with through a different process. Immigration status is administrative. It doesn’t prove where you’re based for tax purposes unless you meet the criteria and can show it. This matters if you’re relying on the UAE as your main country of residence under a tax treaty, or trying to show authorities elsewhere that you’ve shifted your tax base. Without clear evidence, that claim may not stand. What makes someone a UAE tax resident There are three ways to qualify, each with its own threshold and supporting evidence. You only need to meet one. The first is based on where your main ties are. If your work, family, property, income or spending is mainly in the UAE, you can apply on this basis. The tax authority looks at where you normally live, where you earn and spend, and what keeps you tied to that place. You’ll need to show consistent UAE-based activity across things like housing, employment, licensing, schooling, banking and regular movement. This could mean a 12-month Ejari contract in your name, a Dubai salary credited monthly into a local bank account, school fees paid in AED and regular VAT filings under a UAE trade licence. The second route is simple: 183 days in the UAE over a 12-month stretch. Days don’t need to be consecutive. Part days count. If your passport shows enough time in the country and your supporting records back that up, you qualify. This is the most straightforward option but only works if you’re genuinely present long enough. The third option applies to UAE or GCC nationals, residents or UAE passport holders. If you’ve spent 90 days in the country during the past 12 months and have strong links such as a permanent home, employer or owned business in the UAE, you may qualify. You’ll need clear documentation that proves both time and ties. In all cases, it’s about the whole picture. One-off visits, on-paper addresses or irregular presence don’t pass the test. The FTA wants to see where your life actually happens. And if it’s split between countries, they’ll look at which part carries more weight. How to prove tax residency in the UAE To prove tax residency, you’ll need a Tax Residency Certificate from the Federal Tax Authority. For example, a Dubai-based freelancer who bills international clients might need the certificate to avoid 30% withholding tax in their client’s home country. This is what foreign tax authorities recognise when assessing treaty claims or deciding if another country can tax your income. To apply, you’ll need to show at least 183 days of presence in the UAE within the last 12 months, backed by passport entry and exit stamps. You must also provide a copy of your Emirates ID, UAE residence visa, tenancy contract, bank statements showing local activity, and a salary certificate or trade licence, depending on whether you’re employed or self-employed. The application is submitted through the FTA’s online portal. The current fee is AED 1,000 for individuals, plus AED 3,000 for the certificate itself. Without a TRC, your home country may ignore your UAE status entirely. The certificate is often the deciding factor in whether you’re treated as tax resident in the eyes of other governments. Tax residency conflicts and how they’re resolved Claiming tax residency in the UAE doesn’t stop another country from doing the same. If your home country sees enough ongoing ties, it may still treat you as tax resident and try to tax your global income. That’s when conflicts arise. The OECD tie-breaker rules apply when two countries both assert tax residency. They follow a set order. First, where’s your permanent home? If there’s more than one, which country are your personal and economic ties closer to? If that’s still unclear, they look at where you usually live, then your nationality. If none of these settle the matter, the two tax authorities are expected to reach a mutual agreement. This becomes a problem when someone holds a UAE tax certificate, but their family lives abroad, they own property back home, or they’re still active in a business based there. Even if they spend most of the year in the UAE, foreign tax authorities may argue those ties carry more weight than time spent. The result can be a treaty denial or competing tax claims. In practice, the burden of proof tends to fall on the taxpayer. Ties, presence and proof Time on the ground in the UAE helps, but it doesn’t settle the matter. Tax residency depends on where your life is based in practice, not just on paper. Without clear ties and consistent records, a visa won’t carry much weight. This matters most for people with property, business activity or family elsewhere, where conflicting claims can arise. Anyone relying on UAE tax residency should keep clear records of their presence and maintain evidence of local ties. If your bank account is dormant, your lease ends mid-year, or you’re frequently abroad, it could weaken your case. Key indicators the FTA and foreign tax authorities may look at include: Ejari or title deed in your name covering the full 12 months Local salary or revenue credited monthly into a UAE account Active bank account showing regular transactions in AED Consistent physical presence (at least 90 or 183 days, depending on your status) Dependents and schooling based in the UAE Minimal ongoing ties abroad, such as property, directorships or family based elsewhere A proactive review now can help prevent complications with foreign tax authorities later. What matters is consistency, which means time, ties and records that all point in the same direction. When the facts are clear and well documented, residency is much easier to support.

Saudi Arabia’s push to diversify its economy has put serious weight behind sectors with long-term global value. Technology, including software development, cloud services and digital infrastructure, is one of the main targets. Backed by state funding, legal reform and large-scale national projects, the Kingdom is opening up to international tech companies in a way it never has before. If you’re looking to enter the market, this article sets out how to establish a software or tech development company in Saudi Arabia, what the process involves and what to get right early on. What counts as a tech company in Saudi Arabia The tech sector in Saudi includes a broad mix of digital and software-based businesses, including: Custom software and mobile app development SaaS platforms and digital marketplaces Cloud infrastructure and data services Cybersecurity providers AI, analytics and IoT-focused solutions   These are typically licensed under activity categories such as “computer programming,” “IT consultancy,” or “information technology services.” The key point is that if your business involves building, supporting or securing software or digital systems, it will fall under one of these regulated activities. Licensing and company setup Setting up a tech company as a foreign investor starts with the Ministry of Investment (MISA). This is where you apply for a foreign investment licence. Most software and IT-related businesses fall under “computer programming” or “IT consultancy” activities. Once granted, this licence allows full foreign ownership and is the entry point to company formation. Next comes commercial registration with the Ministry of Commerce which includes reserving your company name and issuing the national commercial registration (CR). Your MISA licence and CR are linked, so you’ll need to complete both in sequence. If your business is expected to generate more than SAR 375,000 in annual revenue, you must register with ZATCA for VAT. You’ll also need to apply for a municipality licence in the city where you’ll be operating. To legally employ staff, you’ll need to open files with GOSI (for social insurance) and set up your company in the Nitaqat system, which tracks Saudisation compliance. These steps are mandatory even if you’re starting with a small team. Most foreign-owned companies begin with a declared capital of SAR 500,000, unless a specific activity or authority requires more. Some sectors carry higher capital rules, but for general software, tech development or IT services, this amount is typically accepted. While the process involves several authorities, it’s now more coordinated than before and most filings can be handled through legal or corporate service providers. Getting operational: office, hiring and compliance Once your licence is issued, you’ll need a physical office lease to complete setup. Virtual offices aren’t accepted for tech businesses, and the lease must be in place before you apply for the municipality licence. Commercial registration triggers the need for Chamber of Commerce membership, which is handled at the same stage. If you plan to hire, register with GOSI before onboarding staff. Saudization also applies from the start. Minimum Saudi hiring targets depend on your company size, but even one-person operations are expected to comply under the Nitaqat system. Hosting, IP and compliance There are a few regulatory details to pin down once your business is operational. If you handle user data, especially in sectors like finance or government, check whether data needs to be hosted locally. This comes under CST rules and applies more tightly to certified cloud providers. Software IP can be registered with the Saudi Authority for Intellectual Property. It’s not mandatory, but worth doing if you’ve built proprietary code or platforms. There’s no blanket rule requiring Arabic language support unless your clients include government agencies. That said, localisation matters. Saudi users expect interfaces and content that reflect regional usage, even if the product is built on global architecture. Planning for this from the start, along with the right setup and compliance structure, will save time, reduce risk and keep your business running without interruption. After setup: banking, admin and local hurdles Once your company is fully registered, you’ll need to open a corporate bank account. This can take time, especially for foreign-owned businesses. Banks will ask for the full set of company documents in Arabic, along with details on ownership and signing authority. Processing can take a few weeks, so plan accordingly. You’ll also need to stay on top of licence renewals and ZATCA reporting if registered for VAT. Some of this is automated, but errors in translation or document formatting still cause delays. The municipality stage is another common bottleneck, especially if your office lease isn’t properly registered or linked. Delays in Arabic documentation, last-minute approval requests, or unclear KYC steps can all slow things down if not planned for. Planning for this from the outset, including the right setup and compliance structure, will save time, reduce risk and help you stay operational without disruption. How can The Knightsbridge Group help? With over a decade of experience supporting international clients across the Gulf, we help businesses enter and operate in Saudi Arabia with confidence. We work closely with Saudi regulators to ensure each setup is structured correctly from the start. Our team handles the full process, from MISA licensing and commercial registration to Saudisation planning, tax setup, office leasing and visa support. We also advise software, cloud and tech-driven companies on how to meet local data, IP and compliance requirements without overcomplicating operations. If you would like expert assistance with launching a tech company in Saudi Arabia, or help with any other structuring or licensing matter, contact us at [email protected].

A junior associate sits in front of two screens. One shows a lease agreement. The other, an AI tool scanning for gaps. Within seconds, it flags vague terms, missing clauses, and possible risk points. What once took hours now takes minutes. This scene is becoming common in legal offices around the world. AI tools are being used to review documents, research case law, sort files, and even help respond to client queries. Scenes like this are no longer rare. AI is being used to review documents, research case law, draft contracts, and even answer client questions. Legal work is changing fast. This article looks at how that change is playing out, especially in contract drafting. Can AI help lawyers work faster without weakening the legal strength of the document? And in places like the UAE, where enforceability depends on local rules, what happens when software takes the lead? AI and the evolution of contract work AI tools are now built into the way many legal teams handle contracts. Some firms use them to generate first drafts. Others use them to check terms against clause banks or flag gaps before sending a document out. Turnaround times have improved. So has consistency. Lawyers no longer have to rewrite the same clause ten times or scan 80 pages to spot a risk. The software is trained on large volumes of contract data. It can suggest fallback clauses, predict what might be missing, or pull terms based on similar agreements. This has changed how lawyers work, especially on high-volume contracts like NDAs, leases, and employment terms. But these tools don’t always reflect the legal rules of a specific country. Many are trained on US or UK law. They tend to favour generic language that reads well but doesn’t always hold up in court. That’s where problems can start, especially in places like the UAE, where the enforceability of a contract depends on mandatory provisions that aren’t always obvious to a machine. Why enforceability still depends on human review In the UAE, a contract isn’t valid just because both sides sign it. It has to meet certain rules set out in the Civil Code. Some of these rules can’t be waived, even if both parties agree. That’s where AI can fall short. A lease clause might sound reasonable to an AI tool trained on UK property law. But if it contradicts a UAE tenancy law, it could be unenforceable. The same goes for joint venture agreements. AI might add familiar boilerplate wording that works elsewhere, but in the UAE, it might clash with local rules or miss requirements that courts expect to see. The risk isn’t that the AI makes a clear mistake. It’s that it fills in the blanks with terms that seem fine, but don’t match how things work here. Machines can’t always account for legal context or judge whether a clause fits local practice. That still needs a lawyer’s eye, especially in cross-border contracts or high-stakes agreements where a vague clause can turn into a dispute. Is AI ‘legal advice’? Not yet, but it matters AI can write a contract. It can even rewrite it, compare it to past versions, and flag missing clauses. But it doesn’t give legal advice. That responsibility still rests with the lawyer. And when something goes wrong, that’s where the question of liability comes in. If a lawyer relies on AI to draft a contract and misses a key error, the client won’t blame the software. They’ll blame the person who signed off on it. Courts are unlikely to excuse poor legal work on the basis that “the AI suggested it.” That’s not how accountability works. This makes transparency important. Clients should know when AI tools are involved and how the work was reviewed. Legal tech can improve speed and consistency, but it doesn’t replace legal judgment. That’s especially true here in the UAE, where enforceability can depend on details the software isn’t built to catch. AI can help with the heavy lifting, but it doesn’t carry the weight of professional responsibility. Wider impact: AI and the day-to-day of legal work AI is now being used far beyond contract work. It’s being used to scan case law, summarise decisions, draft memos, and even suggest litigation strategies. In-house teams use it to weigh legal risks before deals close. Startups rely on AI-driven templates to cut down legal fees. Law firms are adapting. Some have built entire internal systems around AI to speed up reviews or sort documents in complex disputes. It’s saving time, which helps keep costs down. At the same time, it’s changing the skills lawyers need. They spend less time sifting through files and more time thinking through what the output means. Judges are also seeing the shift. Some court documents now arrive part machine-written. UAE courts haven’t pushed back against the use of tech, but they still assess contracts and pleadings in familiar ways. They look for intention, mutual consent, and clear terms. AI can help bring clarity faster, but it still has to fit within that legal frame. The human part still matters. The future: Smarter tools, smarter lawyers AI is changing legal work, but it’s not replacing legal judgment. The tools keep improving, yet the person using them still carries the weight of interpretation, context, and risk. That’s especially true in the UAE, where enforceability hinges on local rules and mandatory clauses. A well-drafted clause in one system might fall flat in another. As the tech sharpens, the lawyer’s role becomes less about finding the answer and more about knowing which answers work, and where.