Elie Milky’s 15-year journey with Radisson Hotel Group has been defined by learning from both successes and setbacks, expanding into new markets, and building high-performing teams. From navigating the complexities of entering new regions to deepening the group’s footprint in key locations, Milky has honed a leadership style that is focused, collaborative, and delivery-driven. The pandemic further tested his skills, sharpening his approach to underwriting, decision-making, and owner partnerships, lessons that continue to shape how he leads today.

Now appointed chief development officer for Northeast Africa, the Middle East, Cyprus, and Greece, Milky’s remit spans end-to-end development outcomes: origination, deal-making, feasibility, design alignment, project support, and multi-asset partnerships. He has restructured teams to integrate feasibility and technical expertise, accelerate decision-making, and improve time-to-market, reflecting his focus on removing friction between signing and opening.

With ambitious regional growth targets, doubling the portfolio to 150 hotels and 50,000 keys by 2030, Milky identifies conversions, adaptive reuse, and owner-centric models as key levers, underpinned by data-driven site selection and disciplined project support. His immediate priorities include scaling operations in Saudi Arabia, Egypt, the UAE and Greece, while navigating real-world obstacles such as permitting timelines, construction inflation, and utilities capacity.

Beyond growth, Milky is committed to sustainable development, designing hotels for efficiency from day one, using lifecycle costing, and pursuing certifications like EDGE, LEED, or BREEAM where appropriate. Looking ahead, he hopes to leave a legacy of quality assets, resilient pipelines, and long-term partnerships, guided by a leadership philosophy that emphasises listening first, deciding fast, and following through with purpose.

In this exclusive discussion, he shares his journey, development priorities, and vision for sustainable, owner-centric growth across diverse markets.

You’ve been with Radisson Hotel Group for 15 years, rising through the ranks. Could you tell us about the formative roles, challenges or turning points that best prepared you for this new appointment?

I’ve learned as much from the deals we lost as from the ones we celebrated. Entering new markets and deepening our footprint taught me to balance speed with discipline. The pandemic was a crucible that sharpened underwriting, decision-making, and owner partnerships. Growing the team was also another turning point. Together, we have grown to a global brand, from a few properties to flagship assets in key locations. Those experiences shape how I lead today; focused, collaborative, and delivery driven.

With your new title as chief development officer for the Middle East, Northeast Africa, Cyprus, and Greece, how do you see your role evolving, compared to your previous responsibilities as VP Development?

It’s a broader canvas and deeper accountability. I’m responsible for end-to-end outcomes across origination, deal-making, further expansion, a growing team, feasibility, design alignment, and project support in the Middle East, Northeast Africa, Cyprus, and Greece. I’ve pushed decision rights earlier in the funnel, so owners get clear answers faster. We continue to integrate feasibility and technical into a single strike team to shorten time-to-market.

I’ll spend more time on multi-asset partnerships, franchise growth where it fits, and on removing friction between signing and opening.

Radisson Hotel Group has announced ambitious growth targets in the region, e.g., doubling the portfolio to 150 hotels / 50,000 keys by 2030. What are the top 2-3 levers you believe will be critical to achieving that ambition?

First, conversions and adaptive reuse. They bring high-quality supplies to market faster and with stronger risk control. Second, owner-centric models. Franchise and flexible management structures that respect local operating strengths while unlocking RHG’s commercial engine. Third, focus. Saudi Arabia and Egypt will carry a significant share, supported by targeted growth in the UAE and Greece.

Underpinning all of this is better underwriting, data-led site selection, and tighter project support.

Which markets (or sub-regions) will you personally focus on in the next 12–24 months, and what are the biggest opportunities and obstacles you foresee there?

Saudi Arabia is the anchor. We’ll grow in primary and secondary cities, and align with demand from religious tourism, key cities, giga projects, industry zones, and domestic travel. In Egypt, we see strong potential across Cairo and the North Coast. The UAE remains a focus market, with opportunities in conversions, resorts, and serviced apartments. In Greece, mixed-use resorts and adaptive reuse in heritage and coastal locations lead the pipeline.

Obstacles are real. Permitting timelines, construction inflation, FX pressures in some markets, and utilities capacity in fast-growing corridors. We plan around these with early design decisions, local partners, and realistic delivery schedules.

You are scaling the development, feasibility, and project support teams. What attributes or skills are you looking for in new hires, and how will you ensure they operate effectively across different markets (with diverse regulatory, cultural, and economic contexts)?

I hire doers, people who think like owners, model like financiers, and communicate like operators. Most importantly, hiring developers that know how to source leads and close deals. Core skills include underwriting, contract fluency, design literacy, ESG know-how, and data comfort. We run a hub-and-spoke model with clear playbooks, local advisors, and shared KPIs across development and technical. Success is signed keys, ultimately yes, but also opening speed, capex discipline, and first-year ramp.

How do you intend to embed sustainable practices into Radisson Hotel Groups new developments in the region, and how will you balance cost, return, and environmental impact?

We design for efficiency from day one. Right envelope, smart HVAC and heat pumps, LED and controls, water reuse, and solar, where viable. We use lifecycle costing, not just lowest capex. Many measures pay back in three to five years and protect cash flow for the long run. On certifications, we pursue EDGE, LEED, or BREEM based on asset type and location. For resorts, water stewardship and biodiversity plans sit alongside energy goals. We bring preferred suppliers, so owners get pricing and performance certainty.

Over the next 5–10 years, what legacy do you hope to leave in the region, and how would you describe your leadership philosophy in such a dynamic environment?

I want a resilient pipeline, balanced across cities and segments, and known for quality. Quality assets, relevant brands, prime locations, and long-lasting strategic partnerships. I want owners to say Radisson Hotel Group delivers what it signs, and teams to say they grew faster here than anywhere else. My philosophy is simple. Listen first. Decide fast. Follow through. Be present in the market and clear about trade-offs. The region moves quickly. Our job is to move with purpose.

Tetr College, the first-of-its-kind global business school, has raised $18m in a funding round co-led by Owl Ventures and Bertelsmann India Investments (BII). The new capital will support the development of three international campuses in the United States, Europe and Dubai, while strengthening the school’s ten-country operating network across North America, Europe, the Middle East, Asia and Africa. Tetr will also expand its academic portfolio with new programmes in management and entrepreneurship, including the recently launched Masters in Management and Technology (MiM-Tech). With support from Owl Ventures and Bertelsmann, the institution plans to leverage a global ecosystem of education innovators — including MasterClass, Newsela, Degreed, Labster, Relias, Alliant International University and Eruditus — to extend its global reach.

Established in 2024 by Pratham Mittal, Tetr College delivers a global undergraduate programme built around its ‘Learn by Doing’ model, where students launch ventures across multiple continents and study at institutions such as IIT (India), NUS (Singapore) and Cornell (USA). The faculty includes professors from Harvard, Stanford, MIT and Cornell, alongside senior industry leaders from organisations such as NASA and SoftBank India. Building on its undergraduate success, Tetr has also introduced a one-year Master in Management (MiM) programme aimed at early-career professionals, aspiring founders, successors of family-owned businesses, and international students seeking practical, venture-oriented learning.

Pratham Mittal, founder of Tetr College, said, “Tetr was conceived as a truly global school for entrepreneurship, built as a lived experience across countries and markets. This round, backed by the world’s leading education investors, validates our model and demonstrates our strength in attracting premier global talent across students, practitioners and ecosystem partners. We now move into the next orbit of growth with high-tech campuses in the US, Europe and Dubai, and an expanded set of courses that will deepen the model and widen academic pathways for our students.”

Tarun Gangwar, co-founder and chief operating officer of Tetr College, added, “This fundraise marks a major leap in Tetr’s global scale-up, allowing us to enhance student experience and operational excellence across our upcoming campuses in the US, Europe, and Dubai. Our focus will be on building robust processes for academic delivery, partnerships, career outcomes, and student services, ensuring every cohort experiences the same level of rigour and quality across all locations.”

Pankaj Makkar, managing director, Bertelsmann India Investments, said, “As the world becomes multi-polar and disruptive innovations in AI reshape jobs and industries, the next generation of education models must evolve, becoming multicultural, adaptive, and focused on new-age skills that prepare truly global professionals. Tetr sits at the centre of that transformation, and we are excited to partner with Pratham and his Management team to build this global education platform from India.”

Tetr has recorded strong growth in its second year, with applications increasing by more than 50 per cent. Responding to rising demand, the college expanded its intake to 200 students from 50 nationalities, while maintaining an acceptance rate of around 2.6 per cent and an average SAT score of roughly 1490. Many students chose Tetr over offers from institutions such as King’s College London, University of Warwick, Northeastern University, UMass Boston, Indiana University Bloomington and the University of Washington. Meanwhile, its inaugural cohort of 110 students launched 44 ventures in their first year, collectively generating more than $324,000 in revenue, with several securing external investment.

The world’s largest autonomous car race is set to take place in Abu Dhabi on 15 November, where 11 international teams will compete at the intersection of robotics, autonomy and AI for a $2.25m prize pool. Season 2 of the Abu Dhabi Autonomous Racing League (A2RL), 18 months in the making, will see the six fastest teams from a demanding qualification process advance to the Grand Final. Tickets for the Yas Marina Circuit event have once again reached full capacity in the main grandstand, reflecting strong public and industry interest in a race that showcases autonomous performance at the highest level.

Grand Final: A first in AI racing

The A2RL Grand Final will mark the first time six fully autonomous racecars compete wheel-to-wheel on a live track. The finalist teams – TUM, Unimore, Kinetiz, TII Racing, PoliMOVE, and Constructor – secured their spots following an intensive qualification round in October. Representing Germany, Italy and the UAE, they will compete in a 20-lap, multi-car race to determine the Season 2 champion. Reigning champions TUM will start from pole position after a closely fought ‘Multi-Car Qualification’ sprint race against rivals Unimore, setting up a highly anticipated showdown.

Teams that did not progress to the final will compete in the Silver Race, designed to allow RAPSON, Code 19, Fly Eagle, FR4IAV and TGM Grand Prix to further test, refine and push their AI algorithms under competitive conditions.

Human vs AI: A narrowing gap

Pre-season preparations have demonstrated significant advancement in AI racing capability, with the performance gap between machine and human drivers narrowing rapidly. During testing, Italian team Unimore became the first to beat a benchmark lap time set by a professional human racing driver.

This progression will be highlighted on race day as reigning champions TUM compete against former F1 driver Daniil Kvyat in A2RL’s second Human vs AI showcase – an exhibition expected to deliver one of the event’s closest battles yet.

Supercar showcase and STEM innovation

The evening programme will begin with a Supercar Parade Laps showcase by Group 63, followed by the A2RL STEM Competition awards ceremony. This year’s STEM initiative engaged 140 students from across all seven Emirates, who competed using AWS DeepRacer 1/18th-scale autonomous cars, mirroring A2RL’s autonomous racing format.

The Fan Zone will return with an expanded experience, featuring humanoid robot demonstrations, tech activations, interactive games, live performances and family-friendly activities designed to extend the excitement of autonomous innovation beyond the racetrack.

Global broadcast

The A2RL Grand Final will be broadcast worldwide on Sunday, 16 November at 3pm GST via Abu Dhabi Media Network, StarzPlay, Motorsport TV and the official A2RL YouTube channel. Fans can also experience the race through A2RL’s immersive VR platform, offering real-time access to the circuit, live car data and high-speed action.

A2RL is supported by SteerAI, alongside leading partner du; official partners AWS and Abu Dhabi Mobility; official supporters Wio and Castore; technical partners PACETEQ, Live in Five, Meccanica 42, and Vislink; and event partners Abu Dhabi Gaming, Miral and the UAE Cybersecurity Council.

Dubai’s co-working scene is crowded, but AXD Space stands out as something different—part workspace, part incubator, and part launchpad for founders who want more than a desk and Wi-Fi. The venture brings together mentorship, licensing-ready offices, and a curated network designed to help startups scale faster and smarter. Here, Ayman Al Awadhi, co-founder of AXD Space and executive director of Global Chamber UAE, shares how his venture is rethinking the role of workspaces in Dubai’s innovation economy and why the future belongs to ecosystems, not just offices.

Dubai already has plenty of co-working spaces. Where does AXD Space fit and what gap are you trying to close?

Most shared workspaces optimise for real estate purpose such as renting offices and meeting rooms. At AXD Space, we optimise outcomes for entrepreneurs and corporates by creating an ecosystem that fosters development and innovation for startups and businesses in the region. That’s why our workspace comes with incubation readiness, structured mentorship, curated network of members, providing fundamental educational sessions for entrepreneurship, plus compliance-ready offices and coworking desks that make it easier to license and operate in Dubai.

You also serve as ED of Global Chamber UAE. From that vantage point, what do foreign founders most often get wrong about entering the UAE?

First and foremost, jurisdiction strategy choosing between free zone and mainland for launching your business. Despite of competing legal systems to choose from, sometimes it can be overwhelming to understand what fits your business strategy for your target customer base and how to take advantage from a tax system that favours personal wealth and business growth.

Second, market entry approach, understanding dynamics of local regulation and compliance, building relationships with key stakeholders associated to your business and making your product relevant to the region are some of important elements need to be considered.

Last, being guided through industry experts, mentors or even vetted suppliers and solution providers are essential steps to achieve success and reduce speed bumps throughout your business or entrepreneurship journey.

The UAE’s policy agenda (Dubai 2040, the Quality of Life Strategy, Al Quoz Creative Zone) is very pro-entrepreneur. What should the private sector be doing to complement that?

The government sets the enablers: infrastructure, regulation, residency, and IP protection. The private sector needs to provide the execution layer: places to test products, avenues for meeting prospect customers, and easier access capital. We aim to close that last mile by curating collisions between founders, corporates, and investors; by running investor-readiness programs; and by offering Ejari-enabled, licensing-ready offices so companies can formalise quickly. If policy is the highway, private operators should push moving objects to reach to their final destinations.

Read: What is the future of work?

Beyond real estate, you’re known for working with startups across sectors and geographies. What support actually moves the needle for founders?

Beyond attracting foreign investments into the UAE, one of my main priorities has been helping founders navigate the early stages of growth in a structured, sustainable way. Mentorship is useful, but structured pathways move the needle. Four things work consistently:

• Go-to-market design – getting founders in front of real customers early, even through pop-up pilots.
• Investor readiness – establishing tight data rooms, governance basics, and credible milestones.
• Corporate access – facilitating warm introductions for proof-of-concepts; if a startup lands even one enterprise client, everything changes.
• Wellbeing and resilience – burnout kills more ventures than competition.

Ultimately, success comes from bringing all these elements together – creating an ecosystem where founders can accelerate their journey and scale with confidence. That’s what we strive to make happen every day.

Looking ahead to 2025–2027, what trends will shape Dubai’s innovation economy, and how should entrepreneurs and investors respond?

We’ll see sector convergence – AI woven into logistics, health, finance, and creative industries; hybrid work anchored in community rather than isolated offices; growing demand for compliance-ready flexibility as teams scale; and more founder-friendly capital tied to real traction.

The UAE’s appeal extends beyond its favorable tax system for corporates and startups. What sets Dubai/UAE apart is entrepreneurial spirit and openness to partnerships, particularly in the digital space.

Qatar recorded a budget deficit of QAR1.4bn ($373.29m) in the third quarter of 2025, which was financed through debt instruments, the finance ministry said on Thursday.

Total revenue fell 4 percent year-on-year in the quarter from the prior year period, to QAR49.2bn, while spending was at QAR50.6bn, 1.2 per cent lower than last year, according to government data. Oil prices averaged around $68 per barrel during the quarter.

Qatar, among the world’s top exporters of liquefied natural gas, raised $4bn from debt markets earlier this month, which attracted hefty demand from global investors.

It also recorded a deficit in the second quarter as public spending rose 5.7 per cent from a year earlier and lower oil prices weighed on revenue.

Like other Gulf states, Qatar has invested billions to develop sectors such as tourism to diversify its own economy but remains largely reliant on hydrocarbon income.