Verkada, a provider of AI-powered physical security technology, has announced its expansion into the Middle East with the establishment of a Dubai-based office and the appointment of Fred Crehan as Head of Middle East.

The move marks Verkada’s first dedicated regional presence and reflects the company’s continued global expansion, driven by rapid urbanisation, large-scale infrastructure development, and rising demand for modern, cloud-based security platforms across the region.

Eric Salava, chief revenue officer at Verkada, said: “The Middle East is experiencing rapid urban development, large-scale infrastructure projects, and a strong focus on security and innovation. Verkada’s cloud-based platform aligns well with the region’s ambitions, and Fred’s deep understanding of the local landscape and proven track record of scaling high-growth businesses make him the ideal leader to bring our integrated platform to market.”

Regional leadership appointment

Crehan brings more than 25 years of enterprise technology experience to the role. Most recently, he served at Confluent, where he led the launch of the company’s Dubai office and built a strong regional partner ecosystem.

Commenting on the opportunity, Fred Crehan, head of Middle East at Verkada, said: “Safety is a top priority in the Middle East, driven by a commitment to world-class tourism and the rapid development of new urban centers. As cloud adoption continues to accelerate, many organisations are looking for modern solutions that can help them overcome traditional resource constraints. Verkada’s platform is uniquely positioned to support government, hospitality, retail, and logistics providers, as well as the large-scale construction and real estate sectors.”

Expansion plans and investment backing

While Verkada already supports global customers operating across the Middle East, the Dubai office represents its first dedicated regional hub. The company plans to continue expanding its Middle East team, with initial hires focused on sales engineering and leadership roles.

Verkada’s international growth is supported by a recent investment from CapitalG, Alphabet’s independent growth fund, which valued Verkada at $5.8bn. The investment is expected to accelerate Verkada’s AI-driven innovation roadmap and support its growing global customer base of more than 30,000 organisations worldwide.

The Middle East expansion underscores Verkada’s strategy to bring its integrated, cloud-based physical security platform closer to customers in high-growth markets, aligning with regional priorities around safety, smart infrastructure and digital transformation.

Food security has moved decisively up the policy and investment agenda across the Gulf, driven by population growth, shifting consumption patterns, climate risk and recent global supply-chain shocks. For investors, the opportunity set in agriculture and agri-technology is expanding rapidly, but only for those willing to rethink how the region fits into global food systems.

According to Cédric Garnier-Landurie, co-managing partner and CEO of Cordiant, the most compelling opportunities are not in isolated farming assets, but in infrastructure that connects production, trade and consumption.

“We see the most compelling opportunities in agriculture converging around developments to end-to-end cold chain corridors alongside the evolution of trade routes,” he said. “The GCC is experiencing notable increases in demand for foods, in particularly fresh foods, due to a growing population, wealth, and consumer preferences.”

While global food production remains ample, Garnier-Landurie argues that access, not availability, is the real constraint. “This latent demand for fresh food in the GCC cannot be met without increased investment in cold-chain infrastructure,” he said. That infrastructure allows producers in naturally advantaged exporting regions to reach Gulf markets reliably, preserving quality from farm to consumer.

A structural transition

This shift reflects a broader re-thinking of the Gulf’s role in global trade. “Trade-route diversification, through a GCC-centric lens, is not about adding another waypoint along legacy China–Europe–North America corridors,” he said. “It is about re-architecting trade flows so that the Gulf becomes a primary node for transformation and redistribution.”

For Garnier-Landurie, this marks a structural transition. “This represents a structural shift from pass-through geography to control geography.”

Technology, he stresses, is inseparable from this investment thesis. “We see agri-tech is an essential component of this opportunity, rather than a standalone segment.” In the GCC, agri-technology is reshaping the entire value chain—from plant genetics to post-harvest logistics.

“Agri-technology is enabling a fundamental reshaping of agricultural value chains in the GCC, touching each point of the chain,” he said. Crucially, no single technology delivers transformation on its own. “Ag-tech and its benefits should be viewed as a sum of all the parts that enable this transformation, rather than as selective technologies that can achieve dramatic changes individually.”

Among the most impactful innovations are genetics and plant material suited to arid climates. “You cannot ‘out-irrigate’ bad genetics in desert climates,” Garnier-Landurie said. Precision irrigation and water intelligence are also critical, improving input efficiency while boosting yields.

Regenerative farming practices are increasingly part of the equation. By reducing synthetic inputs and rebuilding soil quality, they improve climate resilience and long-term productivity. “Rebuilding productivity where soil is weak with engineered substrates, soil carbon and microbial inputs, and salinity and pH management technology” is becoming central to sustainable farming in arid environments.

Controlled Environment Agriculture (CEA) plays a complementary role. “Decoupling production from climate” allows agriculture to shift from weather-dependent activity to industrial-like production, aligning with sovereign food-security mandates. Post-harvest and cold-chain technologies then close the loop, reducing waste and enabling wider distribution.

“In the GCC, agri-tech is not an optional innovation,” Garnier-Landurie said. “It is sovereign resilience deployed through capital and technology.”

Cordiant’s joint venture with Aram Palms reflects this long-term regional approach. Having invested in more than 60 countries globally, the firm views local partnerships as essential to responsible capital deployment. “Local partnerships can elevate our ability to deploy capital effectively by inculcating local experience, sensitising us to local culture and norms, and bringing both relationships and access to opportunities,” he said.

Global disruptions have reinforced the case for resilience, but Garnier-Landurie cautions against over-correcting. “Local only is a fallacy,” he said. “If you are only local and regional, you increase the impact of events that disrupt food production.” True resilience, he argues, requires a hub-and-spoke model that blends local production with diversified trade routes and export origins.

Climate change

Climate risk sits at the heart of agricultural investment decisions. At Cordiant, it is treated as a financial variable, not an ESG overlay. “Climate resilience is not treated as an ESG overlay; it is a core underwriting variable that directly affects cash-flow durability, valuation, and capital structure,” Garnier-Landurie said.

The firm assesses climate exposure through asset-level diagnostics, water security analysis, operational resilience and portfolio construction. “At its core, in agriculture, climate resilience is not an abstract ESG concept,” he said. “It is the difference between volatile farming income and infrastructure-like cash flows.” For large tail risks, Cordiant has also explored parametric insurance solutions.

Regenerative farming fits squarely within this framework. “Once established, regenerative farming reduces input requirements and associated costs while increasing resilience,” he said. Contrary to common perception, the transition need not involve a sharp profitability dip. “Approached in this way, there need not be a trade-off between commercial returns and environmental outcomes.”

Capital structure is another area where agriculture differs fundamentally from other real-asset sectors. “Biological systems do not conform to fixed financial timetables,” Garnier-Landurie said. Traditional debt structures often misalign with farming realities, where revenue is concentrated around harvest cycles.

“We therefore structure our debt to align repayment profiles with revenue events,” he explained. “Agriculture rewards investors who adapt capital to biology, not those who force biology to adapt to capital.”

Alongside structured credit, Cordiant deploys private equity to support growth-stage farming platforms. “Many farms are now at the next stage of their development and require growth equity capital, not greater leverage,” he said. The objective is to build multi-jurisdictional agri-platforms with scale, resilience and defensible commercial moats.

Looking ahead, Garnier-Landurie believes the next decade will fundamentally reshape how agriculture is financed. “The next decade will reward those who treat agriculture not as a legacy sector to be modernised, but as strategic infrastructure to be engineered,” he said. “This is not farming but rather food-system infrastructure.”

Future value will sit in integrated systems combining climate-resilient production, water and energy infrastructure, cold chains, logistics and long-term offtake. “Think systems, not assets,” he said. Fragmented investments, by contrast, will struggle to deliver resilience at scale.

For Gulf policymakers and investors, the implication is clear: agriculture is no longer peripheral. It is mission-critical infrastructure: finite in supply, exposed to climate risk, and central to long-term economic and social stability.

Read: Solico Group invests Dhs130m in UAE food manufacturing hub at Jafza

As sustainability shifts from a reporting requirement to a boardroom priority, companies in the Gulf rethinking how climate, technology, and long-term value creation intersect. In this interview, Daniel Gribbin, director of Sustainability at Deloitte Middle East, discusses how C-suite leaders across the region are embedding sustainability into core strategy, why investment and AI adoption are accelerating, and where execution gaps still remain.

How is the role of sustainability evolving at the C-suite level beyond compliance and reporting?

Sustainability is rapidly moving beyond a compliance checklist to become a core strategic priority for C-suite leaders across the Gulf. In fact, 53 per cent of executives in the Middle East now rank climate change and sustainability among their top business priorities and higher than the global average.

Many organisations are embedding sustainability throughout their operations, with some integrating it without altering their core business models, while others, around 37 per cent, are transforming their business models entirely to address sustainability challenges.

This evolution reflects a clear understanding that sustainability is critical not only for risk management but also for driving growth, enhancing resilience, and maintaining competitiveness in a fast-evolving market.

Boards and executive teams are increasingly engaged in governance and capacity building to ensure sustainability is embedded at the heart of business strategy.

What are the most significant sustainability trends shaping executive decision-making across the region right now?

Several key trends are shaping how GCC leaders approach sustainability. Climate change remains a top concern, with 45 per cent of executives citing it as one of their three biggest challenges. Investment in sustainability is accelerating, with 86 per cent of organisations increasing their budgets over the past year.

Technology adoption, particularly artificial intelligence, is a major enabler with around 82 per cent of companies are leveraging AI to advance sustainability goals. There is also a heightened focus on data and measurement, with 57 per cent prioritising tracking and analysing environmental metrics, well above the global average.

Additionally, political advocacy is gaining prominence, with nearly half of organisations engaging in lobbying or donations to support environmental initiatives. These trends demonstrate a maturing sustainability agenda that balances innovation, regulatory compliance, and stakeholder engagement.

How are leading organisations in the Middle East embedding sustainability into core business strategy while still driving growth and competitiveness?

Leading companies in the region are making sustainability integral to their business models. They align their ESG frameworks with international standards and link sustainability directly to financial outcomes. 29 per cent of executives identify financial benefit as the primary driver behind sustainability decisions.

Technology is central to this effort, with over half of organisations implementing solutions to improve sustainability reporting and operational efficiency.

Innovation is also key, with 48 per cent developing new sustainable products and services to meet evolving customer demands. Governance is improving, though there remains room for growth: only 36 per cent of organisations currently tie senior leadership compensation to sustainability performance.

By embedding sustainability into strategy, operations, and governance, these organisations are not only managing risks but unlocking new opportunities and strengthening their competitive positioning.

What common challenges or disconnects do executives face when translating sustainability ambitions into real operational change?

Despite strong ambitions, many executives face challenges in turning sustainability goals into operational reality. Measuring environmental impact remains a significant hurdle, with 21 per cent citing difficulties in accurate measurement and reporting. There is also concern about alienating customers or employees by taking a strong sustainability stance with 28 per cent of leaders flagged this, notably higher than the global average.

Navigating shifting regulatory and reporting requirements adds complexity, noted by 20 per cent of respondents. Balancing short-term financial pressures with the need for sustained sustainability investment remains a delicate challenge.

Furthermore, accountability gaps persist; only 36 per cent of organisations link executive pay to sustainability outcomes, down from 43 per cent last year. These challenges highlight the complexity of operationalizing sustainability in dynamic business environments.

Based on your work with regional leaders, what practical strategies are proving most effective in aligning sustainability with long-term value creation?

The most effective strategies focus on embedding sustainability into the core business rather than treating it as a separate function. Leaders are developing clear, actionable roadmaps with defined milestones and governance frameworks to maintain momentum. Technology is a game-changer with 82 per cent of organizations use AI to optimse sustainability efforts, driving efficiency and transparency.

Engaging boards and leadership teams to foster accountability, including linking executive incentives to sustainability outcomes, strengthens commitment.

Building organisational capacity ensures sustainability is a continuous journey that delivers measurable long-term value. These practical steps help organisations move from ambition to impact and position them for sustainable growth.

Deloitte’s latest Middle East C-Suite Sustainability Report highlights growing investment and use of AI in sustainability initiatives. What do these shifts signal about leadership mindsets in the region?

The widespread adoption of AI signals a fundamental shift in leadership mindsets, and of course a transformation in the workforce. Technology is no longer optional; it’s essential for achieving sustainability goals.

Leaders are embracing data-driven decision-making and real-time optimisation to reduce emissions and improve operational efficiency. The fact that 86 per cent of organizations have increased sustainability investments reflects growing confidence that sustainability is a source of long-term value, not just a cost.

This shift reflects a more proactive, innovative approach where sustainability is integrated into broader business transformation agendas, moving beyond compliance to become a strategic growth enabler.

What should C-suite leaders prioritise now to stay resilient and relevant in the 2026 sustainability landscape?

To remain resilient and relevant, C-suite leaders must embed sustainability deeply into their core business models, aligning it with financial and operational objectives. Investing in technology and data capabilities is critical with over half of organisations already focus on tech for sustainability reporting and operational efficiency.

Strengthening governance and accountability is vital, especially linking executive pay to sustainability outcomes, an area needing renewed focus given recent declines. Leaders should engage stakeholders openly and transparently to build trust and credibility.

Finally, developing flexible strategies that can adapt to evolving regulations, market dynamics, and climate risks will be key to navigating the rapidly changing sustainability landscape successfully.

In 2026, the UAE faces a turning point in the evolution of artificial intelligence (AI). With the nation already having advanced stances on AI policies, the coming year is set to bring a series of pivotal trends that will shape the country’s AI landscape.

Let’s explore five key developments that are expected to drive progress and create new opportunities for communities and industries across the UAE:

1. Public services reimagined through AI

This year will mark further committed action, with public sector entities continuing to integrate AI to deliver smarter, more efficient, and more responsive services to citizens. There is expected to be a surge in public-private partnerships as the public sector collaborates with technology leaders to embed AI into core operations.

With AI investments set to contribute an estimated 14 per cent to the UAE’s GDP by 2030, the goal is to build a more agile and effective public service infrastructure that improves daily life for everyone.

2. The rise of regional AI strategies and navigating autonomous AI

Countries across the GCC region are prioritising “AI sovereignty” by focusing on local data storage, domestic innovation, and self-sufficient technology ecosystems. Initiatives like the UAE’s National Artificial Intelligence Strategy 2031 reflect ambitions for ethical AI deployment and global competitiveness.

This push for national AI sovereignty opens the door for new alliances. We expect to see emerging economies form strategic partnerships to build secure data infrastructure, reshaping geopolitical dynamics and ensuring greater participation in the AI-driven future.

As autonomous AI agents begin to handle more complex tasks in fields like healthcare and finance, they will present new challenges for policymakers with regards to accountability, transparency, and human oversight.

This year, will see the beginning of crucial discussions aimed at creating forward-looking frameworks to guide the safe and ethical integration of these advanced systems.

2. Public-private alliances: A new era of collaboration

The relationship between government and industry on AI policy is transforming into one of partnership, with deeper collaboration on the horizon for 2026. The public sector will provide regulatory clarity and support that industry needs to innovate responsibly and at scale. Together, these alliances will work to deploy powerful AI infrastructure and export local capabilities.

By aligning public goals with private sector innovation, the UAE will further establish itself as a hub for technology driven by a vision of progress.

4. Powering the future of AI

The immense computational power required by AI presents a significant challenge. According to the International Energy Agency, data centres worldwide consumed around 460 terawatt-hours (TWh) of electricity in 2022, representing nearly 2 per cent of global electricity demand – a figure expected to double by 2026 as AI adoption accelerates. In the UAE, data centre energy consumption is projected to more than double from 5.6 TWh to 12.6 TWh by 2028, accounting for 6 per cent of national electricity use.

This growth is driven by AI and hyperscale expansions, with the market supported by initiatives like the Barakah Nuclear Power Plant and renewable projects with clean energy targets.

In turn, the public sector will work to upgrade critical infrastructure, from transformers to cooling systems, while creating incentives for the development of more energy-efficient AI models. This challenge inspires innovation, leading to new partnerships across industries and geographies.

The conversation is shifting from energy scarcity to energy-smart solutions, and nations with abundant and accessible clean energy will gain a strategic advantage.

5. Building an AI-ready workforce today

Discussions about the workforce are moving from futureproofing to present-day action. With the rapid adoption of AI, upskilling and retraining the current workforce is urgent. In 2026, expect policies that encourage companies to invest in their employees, helping them adapt to new, AI-assisted roles. The focus will be on practical training and knowledge sharing across sectors, ensuring that the benefits of AI are distributed widely and that people are empowered, not displaced, by technology.

As we accelerate into an AI-powered future, policymakers and public sector leaders across the UAE are working to guide this transformation. Public-private partnerships will be the engine of this progress, accelerating innovation, scaling secure solutions, and building resilience into the digital and physical worlds.

We believe technology empowers people to achieve remarkable things. The developments in AI policy and adoption across the UAE reflect this belief, signalling a future where technological collaboration creates tangible, positive change for the nation and beyond.

Walid Yehia is the MD – South Gulf at Dell Technologies.

The UAE’s President Sheikh Mohamed bin Zayed Al Nahyan and Indian Prime Minister Narendra Modi witnessed the signing and exchange of a series of agreements aimed at deepening the two countries’ strategic partnership during the UAE leader’s recent official visit to India, according to a joint statement by the UAE Ministry of Foreign Affairs (MoFA) and India’s Prime Minister’s Office.

The agreements and letters of intent cover sectors such as defence, energy, space cooperation, trade, investment and food safety.

UAE-India strengthen partnerships

Among the key outcomes was a Letter of Intent establishing a Strategic Defence Partnership, reflecting closer cooperation on security and defence industries.

The two sides also formalised space sector collaboration through a Letter of Intent between the UAE Space Agency and India’s national space promotion body, focusing on industry development and commercial opportunities.

In energy, ADNOC Gas and Hindustan Petroleum Corporation Limited signed a sales and purchase agreement, enabling long-term energy cooperation between the two countries.

Food security cooperation advanced through an agreement on food safety and technical requirements between relevant authorities.

The visit also saw a Letter of Intent on investment cooperation for the development of India’s Dholera Special Investment Region in Gujarat, to support infrastructure and industrial growth.

The leaders also discussed deepening collaboration in science and technology in the areas of artificial intelligence (AI) and emerging technologies.

Sheikh Mohamed’s visit came as both sides reaffirmed their Comprehensive Strategic Partnership Agreement, under which bilateral trade reached about $100bn in the 2024-25 fiscal year, with a mutual goal to double that figure by 2032, according to a joint statement issued by the Indian government.