Nick P.

FMCG in the Middle East Is Undergoing Its Biggest Transformation in a Decade, And It’s Reshaping the Job Market. The FMCG landscape across the GCC and wider Middle East is evolving faster than ever. Shifts in consumer behaviour, digital acceleration, and changing economic dynamics are forcing global and regional players to completely rethink how they operate, and who they hire. E-commerce and omnichannel are now at the heart of growth strategies. Traditional retail remains crucial, but the balance of power has shifted. Companies are prioritising digital-first go-to-market models, data-led decision making, and direct-to-consumer engagement, skills that were “nice to have” five years ago are now mission-critical. Localisation and agility are no longer buzzwords, they’re business imperatives. From Saudi Vision 2030’s consumer diversification push to evolving regulatory environments in the UAE and Egypt, brands that succeed are those adapting portfolios, pricing, and messaging to regional realities. That requires talent with deep market understanding and the ability to move fast. Cross-functional collaboration is the new norm. Commercial, supply chain, trade marketing, and digital functions are becoming more integrated, and companies are increasingly seeking leaders who can operate across these silos to deliver growth. What does this mean for talent? Commercial and marketing roles are evolving, demand is rising for professionals who can combine brand strategy with digital execution. E-commerce, data analytics, and consumer insights expertise now command a premium. Regional experience and cultural fluency are becoming decisive advantages for leadership roles. Strategic thinking and agility are valued more than time served or title held. The message is clear: the future of FMCG in the Middle East belongs to those who can innovate, adapt, and connect strategy to shifting consumer realities. We’re moving into an era where companies don’t just want functional expertise, they want talent that can shape growth. The next generation of FMCG leaders in this region won’t just respond to market change, they’ll define it.

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In Saudi Arabia, digital transformation isn’t limited to tech companies. It’s happening everywhere: — Logistics is being reshaped by predictive AI and automation. — Healthcare is adopting cloud-based diagnostics and remote care. — Tourism is being built on immersive, data-rich digital experiences. — Fintech is surging ahead, powered by open banking and instant payments. Vision 2030 demands leaders who don’t just understand digital tools. But know how to turn them into growth engines. Here’s what I now look for when hiring CEOs in this market: 1. Strategic Tech Judgment Can they distinguish between a buzzword and a breakthrough? Can they align tech investments with business outcomes? 2. Cross-Functional Fluency Are they able to connect IT, operations, marketing, and finance into one digital roadmap? 3. Cybersecurity Literacy Do they understand the risks of scale, and how to lead in high-stakes environments where trust and compliance are critical? 4. Track Record in Leading Change Have they actually led a successful digital transformation or just talked about it? 5. Talent Mindset Can they attract the kind of engineers, data leaders, and product thinkers needed to compete? You don’t need your executives to be a coder. But they must know how to lead in a tech-driven world. In a Kingdom reinventing itself through digital ambition, your leadership must evolve too.

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DIFC’s Growth Story: From Record 2024 to an Even Bigger 2025 When I moved into James Douglas Middle East’s office at Gate Village, #DIFC, the difference was immediate. The energy here is global, fast, and collaborative - from banking giants to fintech scale-ups and family offices, all within a few steps. The numbers reflect that momentum: 2024 closed on a high • Revenue reached AED 1.78B (+37%) • Operating profit rose to AED 1.33B (+55%) • Wealth managers expanded from 350 to 410 2025 is accelerating further • H1 saw 1,081 new firms, up 32% YoY • Active companies now exceed 7,700 • DIFC’s workforce has crossed 47,900 professionals For banking and finance leaders, the signals are clear: • Wealth and asset management opportunities are growing rapidly • Private banking and ESG-driven advisory are becoming central • Global players are scaling operations - UBS, Rothschild & Co and others are already deepening their presence At James Douglas Middle East, part of EMA Partners, this translates into leadership mandates across wealth, fintech, and ESG. #Talent is moving into DIFC as fast as capital. #Banking #Fintech #DIFC #JDME #Talent #UAE #Dubai #Leadership #Jobs #Hiring

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Part 3: Myth Busting UAE Market Entry 🚀 Still think you can DIY your UAE setup or skip local presence? Think again.  In this edition, we break down 5 common myths that can quietly derail your expansion — from ownership rules to visa quotas. 👉 Slide through to see what’s true, what’s not, and how to set up right the first time. Pedro Lacerda Anil Singh Michael Kogeler Sumit Pant Tim Harlow Virti Shah Rijul Dubey Mirzo Young 🚀 Stephanie J. Manisha Ahuja #UAEMarketEntry #BusinessSetupUAE #FDI #UAEExpansion #GCCBusiness #MythBustingSeries #UAECompliance #MarketEntryStrategy #Expansion #UAE #GCC

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Emiratisation is not about quotas anymore… It’s about careers. For years, the private sector looked at Emiratisation as compliance. As a number to hit. As a box to tick. That mindset failed. Because you don’t build futures with quotas. You build them with opportunities. At TASC, we’ve learned this first-hand. If Emiratisation is going to succeed, 3 things must happen: 1. Talent must be discoverable. That’s why we built Falek Tayyeb;  a platform that connects Emiratis to employers with transparency and speed. 2. Employers must have a playbook. Policies aren’t enough. That’s why we publish the Emiratisation Guidebook, giving leaders the data, salaries, and retention insights to actually make it work. 3. Careers must go beyond the first job. It’s not about one-off hires. It’s about building pipelines; internships, training, promotions, and leadership roles. This is what separates quota-chasing from real transformation. And this is the shift we are proud to lead: from policy → to practice → to progress. The Middle East’s future will be written by its people. And in the UAE, Emiratisation is how we ensure that story is sustainable, competitive, and world-class. Question for you: What’s the single biggest barrier to Emiratisation today policy, employers, or mindset?

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