Knightsbridge Group

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.