As the Gulf pushes ahead with diversification and global ambitions, the demand for executives who can balance profit, purpose, and innovation is only growing. NYU Stern has answered with the launch of its executive MBA programme in Abu Dhabi, tailored to the region’s unique business landscape.

Barbara Scheck, vice dean of programmes at Stern at NYUAD and clinical associate professor of management, explains how the programme is preparing leaders to navigate AI, sustainability, and social impact while also supporting women in leadership across the Middle East.

NYU Stern is launching its Executive MBA programme in Abu Dhabi at a time when the region is rapidly diversifying its economy. What do you see as the programme’s biggest contribution to the leadership landscape in the UAE and wider MENA region?

Our programme is based here in Abu Dhabi, in the UAE, and we have designed it specifically to prepare professionals in the region, or those with interests here, to lead. Our faculty, all 20 of them, are based in Abu Dhabi and are researching topics that relate to the MENA region or the businesses and industries here.

This is not a fly-in, fly-out programme. Our faculty and staff work in partnership with corporates, industry experts, financial leaders, and government officials to better understand where business is going in the UAE, the GCC, and the wider MENA region.

Our programme is tailored to that feedback. It has been designed to educate leaders and executives to prepare them for these challenges and opportunities, to think about how the future of business will evolve in the region, and to confidently make decisions that grow their businesses and careers from the first day they start classes.

Entrepreneurship and impact investing are increasingly shaping how executives think about growth. How is the EMBA curriculum designed to help leaders navigate this shift and build organisations that balance innovation, social impact, and financial success?

Business schools are under pressure to prepare leaders who can deliver both profit and purpose. From your perspective, how do you strike that balance in executive education without diluting either priority?

Although we launched the Stern School of Business at NYU Abu Dhabi in February, NYU Stern has been around for over 120 years. Our DNA is the same, and a central value of that DNA is teaching our students responsibility. The belief that business should improve society is built directly into our culture and curriculum.

We have the academic rigour to execute on that, and our programmes are inspired by the tried-and-tested NYU and Washington DC EMBA. Ultimately, financial gains, innovation, and social impact are not mutually exclusive goals. They can be achieved in unison, enabling decisions that are both financially successful and socially impactful, providing opportunities beyond one’s industry.

It is our responsibility as a business school to educate current leaders and future change-makers to be more equipped to drive business. Equally important is teaching students how to deliver profit while maintaining purpose through recognising their influence and making decisions with perspective.

That purpose is embedded in our curriculum through courses such as “Professional Responsibility” and “Leadership in Organisations”, as well as specialisations such as “Sustainability”.

There is growing demand across the region for women in leadership roles. How do you see the EMBA supporting senior female professionals in breaking through barriers and shaping the next generation of leadership?

Women are an essential part of business and government. Today, more women serve as CEOs, executives, and leaders in their industries. The UAE is already a regional leader in gender equality and women’s empowerment, with impressive numbers and ongoing policy initiatives. However, more still needs to be done.

We’re proud to have addressed this from the very earliest foundation of this programme. In fact, the first three employees of Stern at NYUAD, and the minds who took this from a nascent idea to a fully-fledged school, were all women. Our faculty includes a higher rate of women than the average business school, and the students in our Stern at NYUAD one-year full-time MBA inaugural cohort reflect recent trends of having a higher percentage of women than before.

As a woman in business, I’ve found that being a minority in the workplace presents unique challenges. Navigating stereotypes, the work–family interface, and a lack of built-in networks can often lead to feeling isolated. What made a real difference to me was reframing my perspective: instead of feeling “different”, I chose to see myself as “one of the first”.

I also proactively sought out female role models and advisers, whose guidance was incredibly helpful in my career. It is encouraging to see a growing number of women in leadership roles today, both in the private sector and in government.

My hope is that they will pay it forward, mentoring the next generation on their own journeys to purpose and leadership.

Looking ahead, what broader trends in business education do you think will define the next decade, particularly for executives operating in emerging markets like the Middle East?

The major one, and the hot topic of the moment, is AI. AI is here to stay, and it is transforming the way we do business, teach, learn, conduct ourselves, and even plan our holidays. It’s an incredible tool that brings with it both tremendous opportunities and significant challenges.

Our job, as business leaders and educators, is not just to teach the fundamentals and ensure our students are well-versed in these tools. We need to teach what we call “higher-order thinking”—meaning what to do with these tools once they’ve mastered them. AI is only as good as the person harnessing it.

Our students won’t just know how to use the latest AI tools to grow their impact and businesses, but they’ll also be encouraged to ask: to what end should I be using these tools? We train them in agility, resilience, critical thinking, and empathy so they can consider how AI in the Middle East can give them an edge, and how it will change their businesses, their roles, and ultimately the industries in the region.

Read: Accenture’s Abir Habbal on preparing AI-savvy leaders

Andre Saade knows what it means to steward a legacy.

As general manager of Radisson Blu Hotel & Convention Center, Riyadh Minhal, he has overseen the transformation of one of the city’s most familiar hotels into a modern hub that reflects Riyadh’s Vision 2030 ambitions.

With its roots stretching back to the 1980s, Minhal has always been more than a hotel — it’s been a gathering point for leaders, delegations, and families.

And today, under the Radisson Blu brand, it combines that history with contemporary design, wellness-focused amenities, and a convention centre built for global events.

In this Q&A, Saade shares how the rebrand balances heritage and innovation, what’s driving guest satisfaction, and why Minhal is perfectly positioned for Riyadh’s fast-growing MICE (meetings, incentives, conferences, and exhibitions) market.

Riyadh Minhal has been a fixture in the city since the 1980s. What parts of the hotel’s original DNA did you keep—and what changed most in the 2025 brand conversion?

Minhal has always held a special place in Riyadh’s hospitality scene. Since the 1980s, it has welcomed business leaders, government delegations, and families alike, creating countless stories and lasting memories. That sense of trust and belonging is something we were determined to preserve.

What has changed is Riyadh itself. The city has transformed into a global hub, attracting leaders, innovators, and travellers from around the world. Guest expectations have evolved too. Today’s visitors seek balance: productivity alongside wellness, relaxation, and experiences that enrich their time in the city.

The 2025 rebrand was about meeting those evolving expectations while honouring Minhal’s legacy. Through our partnership with Radisson Blu, we elevated every touchpoint of the guest journey: contemporary executive rooms, a refined Business Class Lounge, wellness-focused facilities, a rooftop pool with sweeping views, and a convention centre equipped for world-class events. We maintained Minhal’s DNA of accessibility and corporate relevance while introducing comfort, design, and forward-thinking hospitality that reflects Riyadh’s ambitions and the needs of today’s discerning travellers.

You’ve added executive rooms, a lounge, wellness facilities, and a rooftop pool. Which enhancement has moved the needle most for guest satisfaction and RevPAR—and why?

Each enhancement has had an impact, but the executive rooms and Business Class Lounge have been the game-changers. Business travellers value space, comfort, and efficiency, and the lounge—with its dedicated boardroom and refined services—provides exactly that. It offers a private environment to work, meet, or unwind, which has improved guest satisfaction and boosted revenue per available room through longer stays and repeat visits.

Meanwhile, our wellness facilities and rooftop pool have broadened the hotel’s appeal to leisure guests and families. Radisson Blu Riyadh Minhal is no longer just a business hotel; it’s a destination where productivity, relaxation, and memorable experiences come together. This balance reflects Riyadh’s growing stature as a global city and aligns perfectly with Vision 2030.

With around 2,450m² of space and 14 meeting rooms, plus capacity for large events, how are you positioning Minhal in Riyadh’s fast-growing MICE market? Any sectors you’re winning with?

Our convention centre is among the most versatile in Riyadh, capable of hosting everything from high-level summits and corporate conferences to weddings and social gatherings of all sizes. With 2,450 m² of flexible space and capacity for over 2,300 guests, we’re already seeing strong traction from a wide range of sectors—corporate and government gatherings, professional associations, and international conventions—with new opportunities emerging all the time. This reflects the city’s evolving role as a centre for business, innovation, and large-scale events.

These spaces are complemented by exceptional catering, blending global standards with authentic Saudi flavours, and ample underground parking to ensure smooth accessibility. Combined with the warmth of our hospitality, these features make Minhal a preferred choice for both corporate and social events. By aligning with Riyadh’s rise as a global hub and Vision 2030, we position the hotel not just as a venue, but as a strategic partner delivering flexibility, operational excellence, and unforgettable experiences.

Who’s staying with you today—business travellers, government delegations, GCC weekenders, international corporates? How are the average length of stay and booking window evolving?

We host a dynamic mix of guests. Corporate travellers and government delegations remain central, but we’ve also seen strong growth from GCC weekenders and international corporates attending events. The average length of stay is gradually increasing as Riyadh becomes a longer-stay destination, particularly with Vision 2030 projects attracting regional and global visitors.

Events like Riyadh Season have encouraged leisure stays, blending business and leisure seamlessly. Booking patterns are evolving too: corporate stays are often last-minute, while events, weddings, and leisure visits are planned further ahead. The result is a diverse mix of guests, and our goal is to make every visit effortless, comfortable, and memorable.

How is Vision 2030’s push showing up in forward bookings and pipeline? Where do you see the biggest demand spikes over the next 12–18 months?

Vision 2030 has transformed Riyadh into a global business and hospitality hub, driving investment in culture, tourism, and infrastructure. Guests now expect world-class facilities and seamless experiences.

We see this reflected in forward bookings, with peaks around flagship events such as the World Defense Show, LEAP, Big 5, Riyadh Art Week, Fashion Week, Cityscape, HORECA, and Host Arabia. Looking ahead, new business districts and mega-projects—including Qiddiya and King Salman Park nearby—will further fuel demand, attracting delegations, corporates, and high-profile events. We anticipate continued growth in MICE, along with longer stays from international corporates establishing a regional presence. These trends highlight Minhal’s role not just as a hotel, but as a strategic partner, ready to deliver seamless experiences for both business and leisure travellers.

You took the helm in 2021 and steered through a brand transition. What were the toughest operational calls you had to make—and what’s the one change your team is proudest of?

Transitions always bring uncertainty. The team faced the challenge of shifting from one brand to another, adapting to new guidelines, and raising standards, all within a tight eight-week window while the hotel was fully operational at peak occupancy. Balancing daily operations with such a compressed timeline was demanding, but essential for a smooth, successful transition.

What I’m most proud of is how the team embraced this challenge. Together, we turned it into an opportunity, and today Minhal is not just rebranded, it’s reimagined, stronger, and future-ready. While recognition for leadership is humbling, the real credit belongs to the team, whose dedication and adaptability brought this vision to life.

How are the hotel’s restaurants and service design reflecting Saudi tastes while meeting international expectations? Any signature experiences you think define ‘Minhal, reimagined’?

Our F&B philosophy is authenticity with a global flair. Silk Road Restaurant showcases international flavours while celebrating the spices and culinary traditions cherished in Saudi Arabia. La Veranda Café has become a vibrant gathering spot where locals and travellers connect over artisanal coffee and light bites in an open-air setting.

Beyond dining, our service reflects the warmth and generosity of Saudi hospitality, while delivering the efficiency, consistency, and modernity international guests expect. ‘Minhal, reimagined’ is about balance: airy, luxurious yet approachable rooms; services that support productivity while allowing relaxation; and spaces where weddings, conferences, and cultural gatherings coexist seamlessly. It’s a hotel that is versatile, welcoming, and distinctly Saudi—a place where every guest feels at home.

• Be sure to visit the Radisson Blu Hotel & Convention Center, Riyadh Minhal

Kuwait, a top oil producer, raised $11.25bn from a three-part bond sale, drawing hefty investor demand for its first US dollar issue since 2017 in a strong return to global debt markets after years of domestic political gridlock.

The Gulf state was the latest sovereign from the region to tap the bond market as strong global appetite and attractive borrowing costs allow governments to diversify funding sources to help plug budget deficits and invest in economic diversification strategies.

Kuwait sold $3.25bn in a three-year portion at 40 basis points (bps) over US Treasuries, $3bn in a five-year tranche at 40 bps over the same benchmark and $5bn in a 10-year portion at 50 bps.

Order books were over $23bn at launch, fixed-income news service IFR reported, which allowed pricing to tighten from early guidance.

Although there were concerns about Kuwait’s governance, public finances, oil dependence and limited non-oil economy, its low level of outstanding debt was reassuring to investors, said Justin Alexander, director at Khalij Economics and Gulf analyst at GlobalSource Partners.

Kuwait has estimated sovereign wealth assets of more than $1tr. It does not disclose exact figures.

It passed a new public debt law in March, after the previous one expired years ago. That raised the borrowing ceiling to 30 billion dinars ($98.24bn) from 10 billion dinars previously and allowed for the possibility of longer borrowing terms.

The law, like other reforms, had been gridlocked for years over persistent clashes between appointed governments and Kuwait’s directly elected parliament. The emir dissolved parliament last year for up to four years, paving the way for the government to push through reforms.

Despite plans to diversify revenue sources away from hydrocarbons, oil revenue accounted for almost 90 per cent of government revenue in the last fiscal year.

Cultural Assets Group has launched a private, closed-end investment fund focused on Saudi Arabia’s cultural sector, valued at SAR850m ($227m).

The fund includes SAR200m in financing from the Cultural Development Fund (CDF).

The launch was announced at the Cultural Investment Conference 2025 in Riyadh, held on September 29-30.

Cultural Assets Group’s fund to target cultural investments

The fund will target investments across visual arts, fashion and cultural retail, digital content, experience design, interactive media and production, and emerging technologies.

Its goals include supporting the sustainable development of the kingdom’s cultural economy, helping local firms expand internationally, and localising intellectual property and advanced technologies by attracting or acquiring international companies.

By following international standards of asset management and investment diversification, the fund aims to improve the sector’s appeal to investors and strengthen its contribution to the national economy.

The initiative is positioned as part of wider efforts to increase private investment and broaden economic opportunities in Saudi Arabia’s cultural industries.

Global investment firm KKR KKR.N has acquired a minority stake in the entity that leases Abu Dhabi National Oil Company’s gas pipeline assets, it said on Wednesday, without disclosing financial details.

KKR is acquiring the minority stake in ADNOC Gas Pipeline Assets through its managed accounts, matching the type and tenure of the investment with long-duration capital, according to a company statement.

The transaction follows KKR’s 2019 investment in ADNOC’s oil pipeline network, a first for a foreign asset manager in Gulf energy infrastructure.

Together with BlackRock, KKR divested the holding last year, transferring it to Abu Dhabi-based Lunate.

ADNOC retains ownership and operational management of the pipelines.

The United Arab Emirates, Saudi Arabia and Bahrain have sought such partnerships to tap new pools of foreign institutional capital, while maintaining operational control over critical infrastructure.

Saudi Aramco in August signed an $11bn lease and leaseback agreement involving its Jafurah gas processing facilities with a consortium led by Global Infrastructure Partners, part of BlackRock. Last month, Kuwait’s national oil company said it was seeking to revive a project to lease out and then lease back its crude oil pipelines.

KKR, which manages over $90bn in infrastructure assets globally, appointed General David Petraeus as its Middle East chairman earlier this year as part of efforts to grow its regional business and team.

The company acquired a stake earlier this year in Dubai-based Gulf Data Hub, one of the biggest data centre companies in the region, with KKR and the company committing to support over $5bn of total investment to build out data centre capacity.