In an increasingly complex and competitive wealth management landscape, Wealthbrix Capital Partners is carving a niche with its client-first, portfolio-led model. Founded by seasoned professionals and based in Dubai’s DIFC, the firm is targeting the underserved but rapidly expanding segment of mid-tier millionaires — globally mobile individuals with $5m–$30m in investable assets.

Gulf Business speaks with CEO Rajesh Khanna about the inspiration behind Wealthbrix, its strategy to tap into a $55tn global opportunity, and how its “Touch and Tech” approach aims to reshape private wealth advisory in the region and beyond.

What was the inspiration behind launching Wealthbrix, and how does its client-first model differentiate it in an increasingly competitive wealth management space?

Wealthbrix was founded by a team of senior professionals who have led investment and advisory mandates across top regional and global institutions. Over the years, we saw a growing gap between what clients needed and what legacy platforms could provide. Our goal is not to replicate existing models, but to create a firm built around the actual priorities of global upwardly mobile wealth creators.

What differentiates us is a portfolio-led, not product-led, model. Our starting point is always the client: their goals, structures, risk appetite, and ambitions. We then build outward with bespoke advice and access to a full spectrum of global solutions. Wealthbrix operates as a fully independent firm. That means unbiased advisory, no proprietary product push, and no constraints tied to a single platform or custodian. Clients get true optionality, transparent pricing, and strategies built purely around their needs.

Put simply: while others offer a menu, we offer access to the kitchen. That level of flexibility, governance, and alignment is what we believe the next generation of clients is asking for.

The UAE’s wealth industry is evolving rapidly. What key trends are you seeing in investor behaviour and portfolio strategies among high-net-worth individuals in the region?

The wealth landscape in the UAE and the wider GCC is undergoing a fundamental transformation. Today’s discerning clients are more global, more engaged, and more focused on long-term outcomes than ever before. One of the most significant shifts we’ve seen is the rise of mid-tier millionaires — individuals with $5m to 30m in investable assets. This segment is expanding rapidly in the region but remains largely underserved by traditional platforms. These clients are entrepreneurial, globally mobile, and increasingly sophisticated in how they manage their capital.

Rather than simply parking wealth in the UAE, both MTMs and UHNWIs are embedding themselves more deeply — relocating families, acquiring businesses, setting up structures, and seeking strategic governance. There’s a strong appetite for transparency and control, with many clients demanding visibility across multiple banks, jurisdictions, and asset classes.

We’re also seeing a significant increase in demand for access to private markets, including private credit, real estate, and pre-IPO opportunities. But what clients want is not just access — they want institutional-grade due diligence, structuring, and governance. Overall, there is a clear desire for alignment. Clients want to work with advisors who sit on the same side of the table — unbiased, transparent, and accountable. Wealthbrix was designed with that expectation in mind.

Wealthbrix aims to tap into a $55tn global opportunity. Can you elaborate on what this figure represents and how the firm plans to access this market?

The $55tn refers to the wealth held globally by mid-tier millionaires (MTMs) —individuals with investable assets between $5m and $30m. This segment is fast-growing, entrepreneurial, and expanding particularly in emerging markets and financial hubs like the UAE.

These clients often fall between the cracks: too complex for standardised retail models, and not always prioritised by ultra-high-net-worth desks. Many are self-made entrepreneurs, business owners, and global professionals who require a sophisticated, yet accessible, approach to managing wealth. We’re seeing an increasing blurring of lines across client segments. Traditional product-led models often struggle to deliver bespoke solutions to this group, instead offering generic, one-size-fits-all portfolios that don’t fully address their evolving needs. What they need is holistic, cross-border advice that reflects their full picture — structuring, succession, liquidity, and business planning.

Wealthbrix is purpose-built to serve this segment and UHNWIs, by combining institutional-grade discipline with a client-first, transparent advisory model. With three core offerings —private wealth, asset management, and corporate finance — we offer an integrated model that spans investment strategy, structuring, and execution. By operating an open-architecture platform, domiciling funds locally in the DIFC, and building deep global partnerships, we give these clients access to cross-border opportunities with clarity, control, and alignment. In doing so, Wealthbrix provides a more suitable array of solutions that match their real risk-reward profiles and ambitions.

With DIFC as your base, how do you plan to leverage Dubai’s position as a global financial hub to scale your services and reach a wider client base across the GCC and beyond?

DIFC is not only a regional financial centre — it is increasingly becoming a global hub for private capital. With its mature regulatory environment, international connectivity, and growing infrastructure for asset management and fund domiciliation, it provides an ideal platform for scaling a firm like Wealthbrix.

By domiciling our future funds in DIFC, we are supporting the UAE’s ambition of becoming a leading private capital and asset management hub. At the same time, it enables us to provide our clients with locally governed, globally relevant investment options. We are also actively building partnerships with global custodians and asset managers across Switzerland, Europe, Asia, and the wider GCC. This gives our clients access to best-in-class solutions with the transparency and optionality they expect.

Dubai serves as both a regional base and a global launchpad. From here, we are scaling across the region by targeting client segments that value independent advice, cross-border structuring, and institutional governance. Wealthbrix is well positioned to serve the new generation of global upwardly mobile wealth creators who want to be based in the region but seek global opportunities.

What role will digital innovation, personalised advisory, and cross-border investment solutions play in your future growth strategy?

These are foundational to the Wealthbrix model and deeply embedded in how we scale and serve clients. At the heart of our strategy is a hybrid approach we call “Touch and Tech” — where trusted, high-touch advisory is delivered by experienced professionals and enhanced by a digital infrastructure that enables precision, efficiency, and scale.

Our platform offers clients a consolidated 360° view of their wealth, aggregating holdings across multiple banks, geographies, and asset classes with periodic risk and performance tracking. This level of integration is essential in a world where clients are increasingly managing complex, cross-border portfolios. We are also a cloud-native firm from day one — meaning we’ve built for security, scalability, and seamless collaboration. Our CRM, analytics, and execution systems are tightly connected, ensuring that both clients and advisors have the clarity and data needed to act with conviction.

On the investment side, cross-border capability is not just a feature — it’s a requirement. Our clients are globally mobile and structurally diverse, and we support them with investment structures, opportunities, and execution across the GCC, Europe, and Asia. Ultimately, our goal is to simplify what’s complex — offering clients a deeply personalised advisory experience, powered by institutional-grade infrastructure, and always aligned to their ambitions.

Amazon has exercised its option to acquire a direct equity stake in Valu, the consumer finance arm of EFG Holding, following the company’s listing on the Egyptian Exchange (EGX).

The global e-commerce giant will now own approximately 3.95 per cent of Valu’s share capital, executing the transaction through the EGX’s block trade mechanism at a price of EGP 6.041 per share. The stake purchase is set to occur during the first trading session of Valu’s shares, after receiving the necessary regulatory approvals.

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The agreement stems from a 2022 deal in which Amazon invested $10m in global depositary receipts (GDRs) of EFG Holding. As part of that deal, Amazon secured the right to convert its investment into a 4.255 per cent stake in Valu, contingent on a qualified liquidity event — a milestone now met with Valu’s public market debut.

EFG Holding Group CEO Karim Awad hailed Amazon’s decision as a strategic endorsement of EFG’s capacity to build and scale innovative ventures in the region.

“We are proud to witness Amazon’s decision to acquire a direct stake in Valu,” Awad said. “This milestone underscores our commitment to delivering long-term value and highlights Valu’s role in advancing financial inclusion and digital transformation in Egypt.”

Valu CEO Walid Hassouna echoed the sentiment, emphasising the company’s customer-centric approach and adaptability in a dynamic financial landscape.

“This milestone is a powerful testament to the resilience of our business model,” Hassouna said.

“We remain committed to empowering individuals and businesses through innovative financial solutions.”

Maged El Ayouti, co-head of Investment Banking at EFG Hermes, credited the firm’s advisory role in facilitating the Amazon transaction and guiding Valu’s path to the public market.

“From securing Amazon’s strategic investment to preparing for Valu’s EGX debut, we’re proud to support the company’s transformative growth,” he said.

Valu’s listing on the EGX was formally completed on May 21, 2025, with shares becoming available for trading starting June 23, 2025.

EFG Hermes acted as the sole financial advisor to both EFG Holding and Valu on the transaction.

Long seen as a quiet period, summer in the GCC is emerging as a high-impact window for brand engagement. Snap’s Dina Al Sabbagh explains how shifting behaviours, local leisure trends, and lower ad costs are reshaping the seasonal marketing playbook.

Why is summer in the GCC an underrated opportunity for brands to connect and convert?

There’s an outdated notion that summer in the GCC is a ‘dead season’. This belief has formed over the years due to extended travels that residents would take to escape the heat. As a response to that, and the absence of big cultural moments during summer, brands tended to scale back during this time. This has left a significant untapped opportunity — a strategic whitespace if you will – for advertisers who understand the benefit of reaching their audiences at a time where advertising costs less, ad clutter is reduced and many consumers are still highly active and very much spending time locally.

In fact, Snap data shows that the cost to advertisers during the summer gap period (April to August) is 19 per cent lower than the average annual CPM, thus creating the most cost-efficient time of the year to run campaigns for brands. Simultaneously, as CPMs drop, transactions increase in April and June, giving brands an opportunity to capture high-intent engagement at a lower cost.

Saudi Arabia, for example, is turning the summer season into a powerful cultural and commercial engine. With the travel and tourism market predicted to reach $4.3bn by 2027 (Statistica), Snapchat is where that momentum is unfolding — from trip planning to discovery. In fact, 89 per cent of Snapchatters who book holidays use creator links and 93 per cent turn to social media to find the best travel deals and promotions.

How is consumer behavior evolving during the summer months?

Summer in the GCC isn’t slowing down — it’s shifting. While international travel still peaks during summer, it is by no means a slow season for brand engagement and shopping. On one end, consumers are leaning in to the ever-growing leisure options locally, and on the other end, they’re shopping in preparation for their travels abroad.

The former is driven by the rapid development of the entertainment infrastructure in the GCC, giving residents more leisure options to stay, spend and explore during these months. From concerts and festivals to staycations and destination experiences, the season is becoming more dynamic. As a result, consumers are spending on entertainment and balancing international travels with more domestic trips during this season. Our research with Ipsos shows that consumers took on average three domestic trips during the summer of 2024, highlighting a growing appetite for local leisure and weekend getaways.

For the latter, one interesting myth that our research debunked was that consumers wait to do their summer shopping abroad. In reality, our consumer survey shows that in Saudi Arabia and UAE, over 75 per cent of holiday shopping is pre-planned and happens locally before the trip. Whether it’s to take advantage of offers, ensure preparation for a trip or simply free up time for other activities while abroad, consumers are choosing to get ahead of their travel needs.

The result is a summer season that isn’t just active but increasingly intentional. For brands, this creates a powerful opportunity to engage audiences who are in the discovery, planning and conversion stage all at once.

How can brands show up meaningfully in real-time moments without large seasonal campaigns?

You don’t need a major headline campaign to stay relevant. In fact, tapping into smaller calendar moments and celebrations, like graduation, Father’s Day or back-to-school, gives brands a chance to show up in a way that feels authentic, timely, human and locally aware.

These mini moments help maintain brand visibility without the heavy-lift of full-scale activations. And they work. According to a 2022 NRG study commissioned by Snap, 88 per cent of Snapchatters say brands or products that acknowledge and support celebrations they care about feel more relevant to them.

From a media planning perspective, these periods deliver a stronger ROI. CPMs during the summer gap (April –August) are 19 per cent lower than the annual average, creating one of the most cost-effective windows of the year to connect with audiences, especially when paired with high cultural relevance.

Snapchatters actively discuss and share purchase decisions on the platform, before and after buying, making it essential for brands to remain top of mind. For example, during Eid and graduation season, gifting and beauty -related content spikes, while wedding season ushers in increased engagement with fashion, jewellery, and event services. Around Saudi National Day, national pride and creative expression take centre stage, with users engaging more with AR Lenses, geofilters, and Spotlight content themed around the kingdom. The opportunity for brands is clear – be present when it counts, even if it’s not a major seasonal moment.

In what ways are audiences reshaping the traditional marketing calendar, and what should brands do differently?

Audiences today aren’t waiting for big moments to engage, and that’s reshaping how marketing calendars work. Traditional seasonal peaks are still important, but consumers are now engaging in more spontaneous, culturally driven ways across the year.

We see brands responding by using classic moments as anchors but not as the only focus. Traditional marketing calendars now serve as tent poles for planning activities that focus on driving consumer connection online – not only around key moments, but also during quieter periods to maintain ongoing engagement. The new approach blends these key occasions with an ‘always on’ mindset, showing up during both peak and quieter periods, especially when attention is high and CPM competition is low.

Instead of relying on large-scale campaigns, brands are maintaining engagement through smaller, strategic bursts, whether that’s through platform-native creative, creator-led storytelling, or content tied to emerging trends and mini moments. The new marketing calendar is shaped less by fixed dates and more by fluid attention. Brands that build for relevance, not just seasonality, are the ones staying top of mind.

How can brands tap into seasonal mindsets — such as travel, self-care, and family time — to build stronger emotional connections during summer?

It starts with understanding how seasonal behaviours differ by audience, and what evolving trends are shaping consumer behaviors and decisions. Our summer research shows us that locals in Saudi Arabia and the UAE are more likely than expats to take international family trips, which creates opportunities for messaging that leans into connection, memory-making and shared experiences.

We’re also seeing a surge in wellness and self-care awareness – but it’s not one-size-fits all. Depending on the audience, selfcare can be expressed through different ways, through beauty and grooming, physical wellness, mental clarity, or nutrition. These seasonal mindsets offer brands an opportunity to tap into what truly matters to their audiences during summer – from preparing for a trip, to winding down, or recharging for the season ahead.

The key is to tap into the emotional drivers, not just calendar moments. Whether it’s through creator content, narrative storytelling and AR, brands have the opportunity to engage in a timely, personal and deeply relevant manner.

What role does cultural relevance play in summer campaigns across the GCC, and how can brands localise without relying on traditional seasonal clichés?

Cultural relevance takes multiple forms. Whether through messaging, tonality, imagery used or playing on timely local trends and occasions, the core of it lies in a deep understanding of who your consumer is, and what they care about most during this moment in time.

In the GCC, summer looks and feels different depending on where you are and who you’re speaking to; from local families planning travel around Eid to younger audiences embracing wellness or celebrating graduation season. Brands that go beyond generic summer tropes and instead reflect the consumer behaviour and aspirations of their audience will build more authentic connections.

This doesn’t require big reinvention. It often starts with adjusting the lens by h being context-aware, tapping in on current conversations, and showing up in ways that feel familiar yet fresh. Localisation done well is subtle, intentional and emotionally attuned.

Commercial airlines around the world on Monday were weighing how long to suspend Middle East flights after the US struck Iran.

Singapore Airlines, one of the highest-profile in Asia, had called the situation “fluid” on Sunday as it cancelled flights from Singapore to Dubai following a security assessment.

The Middle East route has become more important for flights between Europe and Asia since Russian and Ukrainian airspace closed due to the crisis, but flight tracking website FlightRadar24 showed empty space over Iran, Iraq, Syria and Israel.

Air France KLM said on Sunday that it cancelled flights to and from Dubai and Riyadh on Sunday and Monday.

British Airways, owned by IAG ICAG.L, also cancelled flights to and from Dubai and Doha for Sunday. It was still reviewing the situation, it said in a statement on Sunday evening, when asked about later flights.

Missile and drone barrages in a growing number of conflict zones represent a high risk to airline traffic, and an organisation that monitors flight risks, Safe Airspace, a website run by OPSGROUP, warned on Sunday that US strikes on Iran’s nuclear sites could heighten the threat to American operators in the region.

Airlines: cancellations, oil price concerns

In the days before the US strikes, American Airlines suspended flights to Qatar and United Airlines did the same with flights to Dubai.

Airlines are also concerned about a potential spike in oil prices following the US attacks, which will increase the cost of jet fuel.

Israel meanwhile is ramping up flights to help stranded travellers at home and abroad.

The country’s Airports Authority says that so-called rescue flights to the country would expand on Monday with 24 a day, although each flight would be limited to 50 passengers.

Israeli airline El Al on Sunday said it had received applications to leave the country from about 25,000 people in about a day.

The British Chamber of Commerce Dubai (BCCD) is keeping the momentum going all summer long.

From curated business introductions and summer networking events to brand exposure across its platforms, there’s no slowdown in sight.

Whether staying in Dubai, travelling to the UAE for work, or managing business remotely, BCCD supports members year-round with targeted networking, brand visibility, and curated business development opportunities.

Building on the success of last year’s series, BCCD will once again collaborate with Dubai-based international business councils to host weekly evening networking events across the city’s top venues.

With more than 1,000 members already, businesses can stay visible, connected, and grow their networks this summer by joining the expanding BCCD community.

Summer 2025: No slowdown in sight

For 38 years, BCCD has championed British and UK-linked businesses in the UAE. This summer, the calendar is as packed as ever.

You can view all the events here: https://britishchamberdubai.com/events

It begins with a Business Briefing in Manchester (24 June), offering UK-based professionals direct insights from UAE-based industry leaders. On the same evening in Dubai, BCCD hosts a Masterclass on AI at Work, exploring generative AI’s growing role in productivity.

The next day, London will host a UK-UAE Stakeholder Reception (25 June), bringing together business leaders and policymakers to strengthen bilateral ties.

From early July, the summer networking series kicks off:

• 3 July: German Business Council, Qwerty, Media One Hotel
• 10 July: Swiss Business Council, Alba Restaurant
• 17 July: Australian Business Council, Envy at Th8 Palm
  

The highlight comes on 18 July, with the Open Championship at Five Iron Golf Dubai, combining business and leisure in BCCD’s signature style.

Beyond events, BCCD remains a year-round accelerator, offering curated member introductions, weekly newsletters reaching 8,000 subscribers, and expert market briefings. Its ESG initiatives, which earned it the Outstanding Achievement Award in 2024, further distinguish the Chamber as a responsible business leader.

As summer unfolds, BCCD ensures its members stay connected, visible, and active — proving once again that for this Chamber, there’s never a quiet season.