At the recent 2025 World Congress for Self-Driving Transport in Dubai, Tensor made global headlines with the debut of what it calls the world’s first ‘personal’ Level 4 autonomous vehicle — the Tensor Robocar.

Following its debut, Tensor will also be at GITEX Global 2025 to advance the dialogue from industry vision to tangible, real-world application, the firm said in a press statement.

Unlike fleet-operated or ride-hailing autonomous vehicles, Tensor’s innovation puts full self-driving capability in the hands of individual owners, marking a major milestone in personal mobility.

In this conversation, Amy Luca, CMO, discuss how the company’s ground-up approach to autonomy, its focus on safety and data privacy, and its readiness for the Gulf’s real-world driving conditions are positioning it as a global pioneer in the race toward self-driving consumer vehicles.

Tensor is calling this the world’s first ‘personally owned’ Level 4 Robocar. What does that distinction mean in practical terms compared to fleet-based autonomous vehicles?

When people think of self-driving cars today, they usually picture fleets of robotaxis or shuttles that you book when you need a ride. That’s the model most companies are building toward. We asked ourselves a different question: why should autonomy be something you rent, rather than something you own?

With Tensor, for the first time, a Level 4 autonomous car belongs to the individual. It sits in your driveway, ready to take you to work in the morning or bring your kids home safely from school. The practical difference is independence. Instead of fitting into the schedule of a shared service, autonomy becomes part of your daily life, as natural as owning a smartphone.

Why did Tensor choose Dubai and the World Congress for Self-Driving Transport as the launchpad for the Robocar’s global debut?

We wanted our UAE debut to mean something, not just to be another car reveal. Dubai is one of the few cities in the world that has put a number on its ambition — by 2030, 25 per cent of all trips should be autonomous. That vision speaks directly to what we are building. The World Congress is where the world’s regulators, innovators, and thought leaders gather to turn ambition into reality.

By choosing Dubai, we are saying to the world that the Middle East is not only ready for autonomy, it is ready to lead it.

The Tensor was built ground-up for autonomy. How does this native design differentiate it from existing EVs retrofitted with autonomous features?

Think of it like building a house. You can take an old structure and keep adding extensions, but it will never feel as solid as a home designed from the foundation up. That’s what happens when you retrofit autonomous features onto an existing EV. Tensor started with a blank page.

The steering system, chassis, and placement of every sensor were designed to work together as one ecosystem of resilience and accountability. That’s why the robocar feels different. It’s not a driver’s car that learned autonomy later; it’s an autonomous car from birth. That makes it safer, lighter, and more efficient.

With over 100 sensors and a dual-system AI architecture, safety is clearly central. How confident are you in Tensor’s ability to navigate Dubai’s unique conditions like dust, glare, and heat?

Driving in Dubai teaches you respect for the environment — from dazzling sunshine to heavy dust and relentless heat. These are exactly the kinds of realities we considered as part of a global design approach that ensures Tensor performs safely and reliably anywhere. Our robocar was designed to handle these extremes as part of a broader commitment to building a vehicle ready for the world’s toughest conditions.

More than 100 sensors give us multiple ways of “seeing” the road, so if the glare blinds the cameras, lidar and radar are still working. Inside, two independent AI brains constantly cross-check each other in milliseconds, like two pilots flying the same plane. And we engineered thermal systems to thrive in desert conditions.

Our confidence comes not from wishful thinking, but from building the car to excel in the very environment where it is being launched.

Privacy is positioned as the foundation of Tensor, not just a feature. How does your data model contrast with the way connected vehicles from traditional automakers handle user information?

One of the biggest unspoken truths in the auto industry is that connected cars are really data businesses on wheels. Most automakers send streams of information back to headquarters and monetise it in ways the driver never fully understands. We wanted to break that model.

With Tensor, data stays with the owner. It’s encrypted and stored locally. We believe your car should protect you, not profit from you. It’s the same way people once thought email would always be private until they realised it wasn’t. We’re making sure that autonomy starts with privacy because without trust, technology can’t scale.

You’ve announced world-first partnerships with Nvidia, VinFast, Oracle, and Marsh. How critical are these collaborations in delivering both the technology and the ecosystem for the robocar?

The entire industry has made remarkable strides in autonomy — from breakthroughs in AI computing to advancements in manufacturing and safety protocols. But taking autonomy from concept to personal reality requires an ecosystem of world-class partners.

Nvidia brings the computing power that makes real-time decision-making possible. Oracle provides the secure digital infrastructure. VinFast delivers production capability and the discipline of scale. Marsh is rewriting the rulebook on how autonomous vehicles are insured.

Together, our partners make Tensor’s vision possible with the robocar as the centerpiece. Through this network of expertise, autonomy moves from being an industry milestone to a trusted, personal experience.

Insurance for autonomous vehicles is still a grey area globally. How will your partnership with Marsh set a precedent for insuring personal robocars?

If you look at history, every breakthrough in mobility needed insurance to follow. Cars only scaled when insurers figured out how to underwrite them. The same is true for aviation. Today, autonomy faces that same barrier.

With Marsh, we are creating new risk models that don’t simply copy the rules for human drivers. They reflect how an autonomous system behaves and performs. This is not about setting new frameworks — by insuring robocars as personal assets, we are creating a path that regulators, owners, and insurers around the world can adopt.

The robocar is set for customer deliveries in H2 2026. What does the rollout strategy look like in terms of markets, volumes, and regulatory readiness?

We are aiming to have the UAE on the first deliveries because the ecosystem is ready and the regulatory vision is clear. From there, we will expand into other cities that share Dubai’s appetite for innovation. Volumes in the early phase will be limited — we want every customer to feel supported and to have a flawless experience.

Over time, as regulations adapt and confidence grows, we will scale production. Our goal is not just to deliver cars, but to set a global benchmark for how autonomy enters people’s lives responsibly.

Looking at the UAE and wider Middle East, how do you see consumer adoption of personal autonomous vehicles evolving, especially given Dubai’s push for smart mobility?

If there is one region in the world where adoption can happen quickly, it is here. The UAE has a government that builds for the future, consumers who embrace innovation, and a clear policy vision for smart mobility. That combination doesn’t exist in many other places. We expect adoption to follow a similar curve to electric vehicles — early adopters will lead, and once people experience safety and convenience, adoption will accelerate.

Riyadh Air’s official passenger launch is “imminent”, and the aviation sector is critical to Saudi Arabia’s economic growth as it is highly accretive and delivers a GDP multiplier effect of up to fourfold.

That’s according to the PIF’s Head of Aviation, Muhammad Ovais Yousuf, who spoke to Gulf Business in an exclusive interview just a day after Riyadh Air announced its inaugural test flight to London.

On Wednesday, Riyadh Air, owned by Saudi Arabia’s Public Investment Fund (PIF), said it will begin operating daily flights between Riyadh and London Heathrow on October 26 as part of its ”path to perfect” programme ahead of its full commercial launch.

READ MORE: Riyadh Air to launch inaugural flight to London on October 26

The flights will be operated using a Boeing 787-9 Dreamliner named Jameela, the airline’s reserve aircraft.

Tickets for the route will initially be available only to select passenger groups and Riyadh Air employees as the airline tests systems, crews, and service procedures. The London route forms part of an evaluation process before it begins commercial operations with its own fleet of Boeing aircraft.

Riyadh Air also plans to introduce additional flights to Dubai following the London service.

“Riyadh Air is one of our strategic mandates: not just in investment, but in its impact. We’ve been working on it for nearly four years. It started as a concept and has evolved through careful planning – covering talent, fleet, network, and infrastructure,” Ovais told Gulf Business.

“We’re now approaching public launch. Like any major project, it’s important to test first, much like a hotel’s soft opening to iron out issues. This initial phase allows select group of passengers, to experience the service and give feedback before we go fully public.”

The region’s newest airline aims to innovate and establish itself as a distinctive market player in several ways, Ovais said.

“There are two main differentiators. First, our market itself: Riyadh is home to around eight million people, giving us substantial captive demand from day one.

“Second, we’re starting from a clean slate: no legacy systems or outdated technologies. That allows us to build a next-generation airline from the ground up.”

He added that the airline is partnering with top aviation tech providers, such as FLYR, to “deliver a seamless, digital-first customer experience.”

“From booking to onboard service, guests will notice the difference. We’ve also selected three modern aircraft platforms that we’ll grow with, rather than having to switch between fleets over time.”

Riyadh Air is led by CEO Tony Douglas, who previously headed Etihad Airways before joining the Saudi carrier in March 2023.

With PIF as Riyadh Air’s shareholder, Ovais said the fund has “mastered the art of active portfolio management” and has sought to put the right people and processes in place.

“Under the current leadership, PIF has built robust governance structures and processes to manage large mandates like Riyadh Air. When we establish a new entity, we begin with governance: setting up the board, defining structure, and appointing the right management to deliver the shareholder vision.

“Our sector teams oversee setup and post-investment management through these structures. We work closely with management teams like Tony’s, learning from their industry expertise while sharing PIF’s own methodologies to accelerate progress.”

Importance of aviation to Saudi’s economy

The PIF has more than $925bn in assets under management, with over 220 portfolio companies across 13 sectors. It is estimated to have created more than 1.1 million direct and indirect jobs within Saudi Arabia and globally.

And it sees aviation as key to unlocking economic opportunities in the GCC’s biggest economy.

“Aviation is one of the most powerful drivers of GDP growth and job creation. It directly supports the other sectors within PIF – from tourism and industry to entertainment and logistics – by enabling global connectivity,” Ovais said.

“A strong aviation sector underpins economic acceleration. Robust airports, MRO facilities, and airline capacity are essential for the success of Saudi Arabia’s Vision 2030.”

With Saudi Arabia emerging as a major tourism destination and with it set to host the FIFA World Cup 2034 and World Expo 2030, Riyadh Air is expected to play a vital role in bringing visitors to the Kingdom.

READ MORE: 10 charts that show Saudi Arabia’s Vision 2030 in motion

Ever since Saudi Arabia began opening its tourism sector, the aviation space has seen strong growth.

“Even before these mega-projects materialise, growth has been significant. In 2019, Riyadh Airport handled around 26 million passengers; by 2024, that number reached 37 million: a 40 per cent increase. Imagine the potential once these projects scale and fully take off,” Ovais said.

PIF’s broader aviation focus

Riyadh Air is just one aspect of the PIF’s strategy to align with Saudi Arabia’s National Aviation Strategy. The fund has structured its aviation mandate around four pillars: commercial aviation, general aviation, aviation services, and infrastructure.

Under commercial aviation, there is Riyadh Air and other key entities.

For general aviation, the PIF through its portfolio companies manage both business jets and helicopters, which operates around 30 business jets and over 60 helicopters serving various sectors.

In aviation services, its flagship is AviLease, around $7.5bn AUM (assets under management) company launched in 2022, now among the world’s largest aircraft leasing players with around 200 aircraft operating across 45 airline clients around the globe.

The PIF is also investing heavily in MRO (maintenance, repair, and overhaul) facilities through its partnership with Saudia. Infrastructure remains an ongoing area of investment.

“Our aviation strategy mirrors the national strategy: building and investing in assets that advance the national agenda while delivering sustainable returns for PIF,” Ovais said in closing.

At Tetr College of Business, students don’t just study entrepreneurship, they live it. Founded by Pratham Mittal, the school’s hands-on model has drawn ambitious young founders from 50 countries, all learning to launch, scale, and sustain real companies while still in college. Here, Mittal tells us more about how students learn about setting up, running and scaling businesses.

Tell us about Tetr. How do you see your approach to entrepreneurship education setting you apart from traditional models?

Tetr was built as a new blueprint — a place where building businesses is the core pedagogy, because we believe the best way to learn business is by doing business. In practice, this means a cohort of students from 50 different countries literally learn the art of business by launching ventures across seven nations during their four-year journey.

At Tetr, we focus on learning by doing. Students aren’t measured by exams, but by real business outcomes — revenue, customer growth, and scalability. They launch ventures across seven countries, gaining global exposure, while learning from mentors at institutions like Harvard, MIT, Stanford, and Cornell. Our selective, diverse cohorts bring high-caliber talent and entrepreneurial experience, creating a learning environment that mirrors the real world, not just the classroom.

The Tetr model is based on practical application and entrepreneurship, which prepares students to meet the challenges of the rapidly changing global economy. We give students first-hand experiences, opportunities to build solutions to real problems, with access to diverse markets.

With your second cohort now underway, what changes or refinements have you introduced compared to the first, and what have you learned from the inaugural batch of entrepreneurs?

We recently launched our second cohort in Dubai, the class of 2029, which embodies a vibrant group of pioneers demonstrating innovation, resilience, leadership, and adaptability. This cohort brings together 206 students from 50 countries, doubling the size of last year’s inaugural group.

The cohort mirrors global diversity with 34 per cent from South Asia, 26 per cent from Central and Latin America, 21 per cent from the US and Europe, 11 per cent from MENA, and the remainder from Southeast Asia. Female participation stands at 35 per cent, with students from science, economics, commerce, and liberal arts backgrounds.

From our first batch of nearly 100 students, we learned that our “learning by doing” model is gaining traction globally. Some students left offers from top universities like UT Austin and Duke to join Tetr, which validates our approach. Building a multi-country institution from the ground up has been a remarkable learning experience that will help strengthen our programmes for the new cohort.

How does Tetr prepare students to not only launch but also sustain and scale businesses in this competitive landscape?

Students manage real ventures from day one, handling operations, revenue, and customers. Tetr’s curriculum covers scaling strategies, sustainability, fundraising, AI adoption, and navigating regional regulations. Exposure to the UAE ecosystem gives them practical insights into commerce, policy, and culture, while industry mentors help tackle real-world scaling challenges, preparing them to build sustainable, competitive businesses.

For example, in the very first semester, students launch a real e-commerce startup in Dubai with a $10,000 revenue goal instead of a mere grade. They also attend global technology exhibitions such as GITEX and gain mentorship from senior executives at leading startups and access to internships at DIFC.

What unique challenges do you see entrepreneurs in the region facing today, and how does Tetr’s curriculum or mentorship help address them?

Entrepreneurs in the Gulf face challenges such as funding gaps, regulatory complexities, talent shortages, and digital adoption barriers. Tetr addresses these by exposing students to both Gulf and global markets, providing mentorship from experts at Harvard, MIT, NASA, and leading corporations.

Our ventures align with regional priorities in AI, sustainability, and innovation, giving students hands-on experience in solving challenges that matter locally and globally.

Looking ahead, what are Tetr’s ambitions in terms of expanding influence —whether through partnerships, new programmes, or becoming a launchpad for startups in the region?

We aim to strengthen collaborations with UAE government and educational institutions, expand scholarship opportunities, and establish Tetr hubs across the GCC to support entrepreneurship and practical learning. Our alumni network will serve as a launchpad, providing mentorship, access to funding, and guidance for emerging startups.

Ultimately, we envision Tetr as a global platform for Gulf-based entrepreneurs, combining local relevance with international reach. Our focus on entrepreneurship, innovation, and global collaboration aligns with the UAE’s vision of being a hub for talent and economic diversification.

In a rapidly evolving global economy, where AI and digital transformation are disrupting industries, how is Tetr integrating these trends into its teaching?

We’re living through one of the most exciting — and unpredictable — times in business. AI and digital technologies are changing everything, and at Tetr, we’re not just preparing students for that change — we’re putting them right in the middle of it.

Students don’t just study AI in theory —they use it to build things from day one. Whether launching an AI-driven startup, automating business workflows, or experimenting with prompt engineering, they’re constantly applying what they learn. They also gain exposure to global business hubs like Dubai, Berlin, and Singapore to see how different industries and cultures adapt to technology.

We also emphasize ethics, bias, and the long-term impact of automation — because it’s not enough to build fast; we need to build thoughtfully. We want our students to leave Tetr not just ready for the future — they should be able to shape it.

Many business schools focus on theory, but entrepreneurs need real-world problem solving. Can you share success stories from your alumni or current cohort that illustrate Tetr’s impact?

One example is ServeClub, a homegrown brand founded in 2024 by a diverse student team from the US, Cuba, Mexico, Germany, and India. They democratise access to premium sports gear in India, offering USAPA-certified pickleball paddles at roughly half the cost of leading alternatives. ServeClub also secured seed funding from prominent industry figures including myself.

Another is the 8 Billion Project (8BP), a student venture from India, Pakistan, Germany and Myanmar. They launched Peacewear, fashion that celebrates shared cultural heritage and channels proceeds into education for underserved communities. These ventures exemplify Tetr’s ethos: students applying classroom knowledge to create real, socially meaningful businesses.

If we fast-forward five years, what do you envision Tetr’s legacy to be in the Gulf — both as an academic institution and as a catalyst for entrepreneurship?

In five years, we hope Tetr is recognised as a leading global business school and a hub for socially responsible entrepreneurship in the Gulf. Over the next decade, we aim to rank among the Global Top 10 Business Schools. Our alumni will drive high-growth startups, contribute to UAE Vision 2031, and build a strong network of entrepreneurs, mentors, and policymakers, making entrepreneurship a core part of the region’s business education.

The UAE is emerging as a global leader in artificial intelligence literacy and adoption, with residents demonstrating higher engagement and confidence in AI than the global average, according to KPMG’s Trust in Artificial Intelligence Insights report.

The study, conducted by the University of Melbourne in collaboration with KPMG International, found that 97 per cent of UAE respondents use AI for work, study, or personal purposes — significantly ahead of global peers. Moreover, 89 per cent said they are already experiencing the benefits of AI, compared with 83 per cent globally, while two-thirds (66 per cent) confirmed that their organization has a generative AI policy in place, underscoring the UAE’s rapid institutional adoption.

The research positions the UAE as a regional benchmark for responsible AI use. Sixty-five per cent of respondents said they would rely on AI-generated information, and more than half (53 per cent) believed that the technology’s benefits outweigh its risks.

At the same time, the study reflects growing awareness of the importance of regulation and trust in AI systems. While 68 per cent of UAE respondents felt current laws are adequate for safe AI use — far above the global average of 43 per cent — many called for tighter safeguards, especially against misinformation. Nearly three-quarters (73 per cent) said they were cautious about online content due to AI use, and 36 per cent were uncertain about identifying AI-generated misinformation.

Matin Jouzdani, partner, Data, Analytics and AI at KPMG Lower Gulf, said: “AI is rapidly changing the way we live and work. Our research reinforces an overwhelming acceptance of AI in the UAE, but there is also strong public support for appropriate AI regulation. As organisations in the UAE are rapidly deploying AI, it is imperative that they consider the structures necessary to ensure transparency, accountability, and ethical oversight. By implementing a strategy that combines AI training and literacy alongside responsible AI governance frameworks, organizations will be able to confidently capture the benefits of AI in a way that doesn’t slow down innovation.”

The report also found that 84 per cent of UAE respondents would be more willing to trust AI systems if assured of their ethical use, while 86 per cent agreed that news and social media platforms should clearly indicate when content is AI-generated. Respondents expressed the most trust in universities, healthcare institutions, and government bodies to develop and deploy AI responsibly.

Amazon UAE has launched a new recycling initiative aimed at helping customers across Dubai recycle packaging materials from their Amazon.ae deliveries more easily. Developed in collaboration with Enviroserve, a Dubai Municipality and Ministry of Environment-certified recycling partner, the programme establishes over 150 recycling drop-off points across the city.

Aligned with the UAE’s Green Agenda 2030 and Amazon’s commitment to reach net-zero carbon across its operations by 2040 under the Climate Pledge, the initiative enables customers to recycle all types of Amazon packaging materials — including cardboard boxes, plastic mailers, bubble-lined envelopes, and packing paper — at designated locations.

Customers can locate their nearest drop-off point by scanning a QR code printed on their Amazon.ae package, directing them to the Amazon Second Chance page. The page serves as the central hub for recycling guidance, offering instructions on packaging recycling, electronic waste disposal, and end-of-life programmes for products. The initiative supports circular economy goals by keeping materials in use and reducing landfill waste.

Drop-off stations have been strategically placed in residential and commercial areas across Dubai, with additional recycling infrastructure installed in community villas and townhouse developments to improve accessibility.

Read: Amazon’s Rayan Karaky on how retail media 3.0 is transforming advertising in MENA

Prashant Saran, director of operations, Amazon Middle East, Africa and Turkey, said, “This programme makes it easier for customers to recycle packaging while supporting the UAE’s sustainability goals. By pioneering this service in the UAE, we are creating the necessary infrastructure for more responsible practices in the UAE. Collaborating with Enviroserve helps process recycled materials efficiently, diverting packaging material from landfill and keeping it in use.”

Shashidhar Y S, board member and managing director at Enviroserve added, “Working with Amazon, we are making recycling more accessible to communities while supporting the UAE’s Green Agenda 2030. By ensuring packaging materials are responsibly collected and processed, we are helping to keep valuable resources in circulation and prevent landfill waste.”

This programme expands on Amazon’s broader sustainability measures, which include the use of machine learning models to optimise packaging size and reduce excess materials, as well as initiatives like Ships in Product Packaging that eliminate the need for additional delivery boxes.

By partnering with certified recyclers such as Enviroserve and creating an accessible network of community drop-off points, Amazon is advancing responsible waste management and reinforcing its long-term commitment to reducing packaging waste across its operations.