As part of the Points of Growth series, the Yango Ads podcast that explores the tools, trends, and real shifts shaping the AdTech landscape, Malika Kennedy, chief business development officer MEA, unpacks the state of AdTech in 2025 and what this means for brands navigating the tension between traditional and digital media.

How do you define the role of ad tech in today’s marketing landscape?

Adtech underpins every step of the advertising process, from purchasing and delivering ads to measuring their true impact. There are demand-side platforms (DSPs) used by advertisers to bid on and buy ad space across multiple publishers in real time, while publishers rely on supply-side platforms (SSPs) to make their inventory available in that same automated auction. In the backend, data-management platforms (DMPs) aggregate audience insights from websites, apps and customer databases to enable precise targeting. On mobile specifically, measurement partners (MMPs) attribute installs and in-app behaviors back to individual campaigns, so you can see exactly which ads drove real business results. At Yango Ads, we adapt these foundational technologies with AI-powered tools and machine-learning algorithms. For example, we now use AI to iterate on creative concepts rapidly, and machine learning helps optimize campaigns in real time toward business goals. Adtech is as broad in scope as it is exciting in its potential.

How is ad tech influencing the evolution of traditional advertising formats?

Ad tech is helping traditional formats become smarter, more targeted, and measurable. One of the biggest shifts we’re seeing is the rise of retail media, ads placed directly within a shopper’s journey, like on e-commerce platforms or grocery apps. It’s a natural combination of traditional retail spaces and digital precision. Globally, the retail media platform market was valued at $16.2bn in 2023 and is projected to grow at a CAGR of 8.4 per cent through 2030. That growth is driven by how effective it is: shoppers see relevant offers in real time, brands reach consumers at the point of purchase, and retailers unlock a new revenue stream. It’s a strong example of how traditional touchpoints are being reshaped by ad tech.

What signals do you look for when determining if a trend in ad tech is sustainable?

For me, it comes down to this: does it solve a fundamental problem? And is it being adopted by both startups and large platforms? If yes, it’s worth tracking. Things like agent learning, probabilistic measurement, and rapid iteration are becoming standard in marketing. So if it makes life easier and delivers better outcomes, then it’s likely here for the long term.

How do traditional and digital advertising complement each other today?

The most effective strategies now combine both. Traditional channels like TV, radio, and out-of-home still have massive reach, but when paired with digital, they become even more powerful. For example, a TV ad can spark interest, while digital picks up the journey, targeting the same audience with tailored messages, tracking conversions, or even retargeting based on exposure. Connected TVs, dynamic billboards, and QR-enabled packaging have made “traditional” more interactive and measurable. At Yango Ads, we often see the best results when brand awareness and performance tactics support each other. It’s no longer about choosing one over the other; it’s about integration.

How are you helping regional retailers unlock the potential of retail media?

It’s been a fascinating journey. We’re working with retailers, some of whom have been in the UAE for 50+ years, to help them unlock the value of their data and tap into new digital revenue streams. It’s not an easy shift. Many of them are used to traditional business models, and we’re guiding them through the mindset change needed to become part of the digital ecosystem. But when it works, it’s incredibly rewarding – they begin to see the true value of their first-party data and what it can unlock. These kinds of transitions are exactly what we dive into on Points of Growth as well, because they show how AdTech is evolving not just in theory, but in real business contexts.

Dubai’s Roads and Transport Authority (RTA) has announced a series of major infrastructure upgrades aimed at improving traffic flow, reducing congestion, and enhancing road safety across key areas in the emirate.

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As part of its strategic plan to improve the road network’s efficiency and cater to the city’s growing population, RTA will implement temporary traffic diversions, construct new bridges and tunnels, and upgrade critical intersections.

Temporary traffic diversion on Al Qudra Road

Starting June 22, 2025, RTA will introduce a temporary traffic diversion at the Arabian Ranches junction on Al Qudra Road, which is expected to last for five months. The diversion is part of an ongoing bridge construction project designed to ease congestion and improve intersection efficiency.

Under this diversion plan, the traffic signal at the intersection of Al Qudra Road and the road connecting Arabian Ranches to Dubai Studio City will be removed. Traffic will be rerouted away from the intersection, creating a free-flowing corridor between Sheikh Mohammed bin Zayed Road and Sheikh Zayed bin Hamdan Al Nahyan Street.

Additionally, two new signal-free U-turns will be constructed to facilitate smooth traffic movement and minimize delays.

The RTA is urging motorists to plan their trips ahead of time, depart early, and avoid peak hours whenever possible during the diversion period to ensure a smoother journey.

Major intersection upgrades in Jumeirah and Al Mina areas

In another infrastructure milestone, RTA has completed improvement works at the intersections of Jumeirah Street and Al Mina Street with Sheikh Rashid Street. This project is part of a broader initiative to ease traffic congestion in central areas and improve travel time across multiple directions.

The upgraded intersections feature a series of bridges and tunnels spanning more than 13 kilometres, designed to serve over one million residents in the area. The improvements are expected to increase the vehicle capacity from 6,400 to 24,000 cars per hour, a near fourfold boost.

The enhancements will also significantly reduce travel time in the corridor, from 32 minutes to just 12 minutes, improving connectivity and commuter experience in and around Dubai’s coastal districts.

Development of Al Jamayel Street

In line with its vision for a seamless, connected Dubai, the RTA has launched the development of Al Jamayel Street, formerly known as Garn Al Sabkha Street. The road stretches across seven kilometres, linking key residential and commercial hubs including Jumeirah Lakes Towers, The Gardens, and Al Furjan.

The project is designed to enhance road efficiency along the service routes parallel to Sheikh Mohammed bin Zayed Road, one of Dubai’s busiest transport arteries. By improving surface intersections and expanding key roads, the RTA aims to enhance mobility for both residents and daily commuters.

As part of the upgrades, four new bridges spanning a total of 2,874 metres will be constructed. These bridges are expected to increase road capacity to 17,600 vehicles per hour, significantly easing congestion during peak times.

In terms of travel time, the project promises substantial reductions:

From Al Jamayel Street to Sheikh Mohammed bin Zayed Road: reduced from 20 to 12 minutes

From Sheikh Mohammed bin Zayed Road to Al Yalayis Street: reduced from 21 to 7 minutes

Israel’s strikes against Iran have prompted international airlines to halt flights to some Middle East destinations due to air space closures and safety concerns.

As the crisis entered a new phase following the US attack on Iranian nuclear sites, some airlines moved to cancel flights to hubs like Dubai and Qatar’s Doha.

Below are some of the airlines that have cancelled their flights to and from the region:

AIRBALTIC

Latvia’s airBaltic said that all flights to and from Tel Aviv until September 30 had been cancelled.

AEROFLOT

Russia’s Aeroflot said that it had cancelled flights between Moscow and Tehran, and made changes to other routes in the Middle East.

AIR EUROPA

The Spanish airline said that it has cancelled its flights to and from Tel Aviv until July 31.

AIR FRANCE-KLM

Air France said that it had suspended its flights to and from Tel Aviv until further notice.

Air France KLM cancelled flights to and from Dubai and Riyadh on June 22 and June 23.

KLM said that it had cancelled all its flights to and from Tel Aviv until at least July 1 and added that some flights to, from or via Beirut until June 29 may be disrupted.

Update: Air France will suspend flights to the Israeli city of Tel Aviv until July 14, a spokesperson said on Monday, adding the company has also suspended flights to and from Lebanon’s capital Beirut until June 25.

Air France is also cancelling flights to and from Dubai, in UAE, and Riyadh, Saudi Arabia’s capital, until June 24, the spokesperson said.

DELTA AIR LINES

The US carrier said that travel to, from, or through Tel Aviv may be impacted between June 12 and August 31.

EL AL ISRAEL AIRLINES

The carrier said that it had cancelled its regular flight schedule for EL AL and Sundor through June 23. Additionally, flights scheduled to depart through July 15 have been closed for new bookings until security situation becomes clearer.

ETIHAD AIRWAYS

It said that it had cancelled flights between Abu Dhabi and Amman until June 20 and between Abu Dhabi and Tel Aviv until June 30.

EMIRATES

Emirates said that it had temporarily suspended flights to and from Jordan (Amman) and Lebanon (Beirut) until and including June 22, and Iran (Teheran) and Iraq (Baghdad and Basra) until and including June 30.

FLYDUBAI

Flydubai said that it had temporarily suspended flights to and from Iran, Iraq, Israel and Syria until June 30.

IAG

IAG-owned British Airways said that its flights to Tel Aviv remain suspended until July 31 and flights to Amman and Bahrain are suspended up to and including June 30.

The British carrier was set to resume Dubai and Doha flights on June 23 after cancelling routes to and from those airports the day before.

IAG’s low-cost airline, Iberia Express, had previously said that it had cancelled its flights to Tel Aviv until June 30.

ISRAIR

The Israeli airline said that it had cancelled all its flights from and to Israel until June 30.

ITA AIRWAYS

The Italian Airline said that it would extend the suspension of Tel Aviv flights until July 31, including two flights scheduled on August 1.

LUFTHANSA GROUP

Lufthansa said that it had suspended all flights to and from Beirut until and including June 30 and to and from Tel Aviv and Tehran until and including July 31. Flights to and from Amman and Erbil are cancelled until and including July 11.

The German airline added that it would also refrain from using airspace of the countries concerned until further notice.

PEGASUS

The Turkish airline said that it had cancelled flights to Iran until June 30 and flights to Iraq, Lebanon and Jordan until June 23.

QATAR AIRWAYS

Qatar Airways said that it had temporarily cancelled flights to and from Iraq, Iran and Syria.

RYANAIR

Ryanair said that it had cancelled flights to and from Tel Aviv until September 30.

SINGAPORE AIRLINES

The Asian carrier on June 22 cancelled flying from Singapore to Dubai following a security assessment. The flight was set to resume on June 23.

TAROM

Romania’s flag carrier said that it had suspended all commercial flights to and from Tel Aviv, Beirut and Amman until June 24.

TUS AIRWAYS

The Cypriot airline cancelled all its flights to and from Israel scheduled until June 24 (inclusive). Flights scheduled for departure between June 25 and June 30 are currently closed for sale, pending further developments, it said.

UNITED AIRLINES

The US carrier said that travel to and from Tel Aviv may be affected between June 13 and August 1. Flights to Dubai between June 18 and 25 may also be affected.

WIZZ AIR

Wizz Air said it had suspended its operations to and from Tel Aviv and Amman until September 15. The Hungarian airline will also avoid overflying Israeli, Iraqi, Irani and Syrian airspace until further notice.

Tesla tiptoed into its long-awaited robotaxi service in Austin, Texas on Sunday with about 10 of its Model Y SUVs that will operate within strict limits.

The rides were being offered on Sunday for a flat fee of $4.20, CEO Elon Musk said in an X post, and social media influencers were seen booking and taking rides in the robotaxis in several Austin locations, according to videos reposted by Musk.

Musk has said the company is being “super paranoid” about safety and that humans will remotely monitor the fleet, which also have safety monitors in front passenger seats.

Remote access and control – known in the industry as “teleoperation” – is used in varying degrees by the handful of robotaxi startups operating around the globe. The technology has clear advantages and important limitations.

Here are some details of how it works:

What is teleoperation?

Teleoperation is the control of machines by humans in a different location, usually over a wireless network.

It is used to train robots to operate autonomously, monitor their autonomous activity, and take over when required.

How do robotaxi operators use teleoperation?

The global robotaxi industry is still in test mode, as companies deploy the vehicles in limited geographic areas and continually adjust the artificial intelligence software that controls them.

Teleoperation is often used to intervene when a vehicle is unsure of what to do.

Alphabet’s Waymo, for example, has a team of human “fleet response” agents who respond to questions from the Waymo Driver – its bot.

“Much like phone-a-friend, when the Waymo vehicle encounters a particular situation on the road, the autonomous driver can reach out to a human fleet response agent for additional information,” Waymo said in a blog post last year.

Former Waymo CEO John Krafcik told Reuters, “the cars aren’t being actively monitored,” adding that the software is “the ultimate decision-maker.”

A Waymo video shows a car asking a remote operator whether a street with emergency response vehicles is open to traffic. When the human says yes, the vehicle proceeds. In contrast, other companies, such as Baidu’s Apollo Go in China, have used fully remote backup drivers who can step in to virtually drive the vehicles. Baidu declined to comment.

What are the limitations

Driving vehicles remotely on public roads has a major potential problem: it relies on cellular data connections that can drop or operate with a lag, disconnecting the vehicle from the remote driver in dangerous situations.

Philip Koopman, a Carnegie Mellon University engineering professor and autonomous-vehicle safety expert, said that approach could work for a small test deployment of 10 vehicles, such as Tesla’s initial effort in Austin, but he called teleoperation “inherently unreliable technology.”

“Eventually you will lose connection at exactly the worst time,” he said. “If they’ve done their homework, this won’t ever happen for 10 cars. With a million cars, it’s going to happen every day.”

Former Waymo CEO Krafcik agreed, adding that the time delay in cell signal makes remote driving “very risky.”

On the other hand, relying on the vehicle to reach out for help and allowing the vehicle to be the decision-maker are risky as well, Koopman said, as it does not guarantee the vehicle will make the right decision.

Waymo declined to comment on the limitations of its approach.

Koopman also noted there are limits to how many vehicles one person can safely monitor.

A group of Democratic Texas lawmakers had asked Tesla on Wednesday to delay its robotaxi launch until September, when a new autonomous-driving law is scheduled to take effect. The Austin-area lawmakers said in a letter that delaying the launch “is in the best interest of both public safety and building public trust in Tesla’s operations.”

Robotaxis: What is Tesla’s approach?

Musk for years has promised, without delivering, that its Full Self-Driving (Supervised) advanced driver assistance software would graduate to completely self-driving and control robotaxis. This year, he said Tesla would roll out a paid service in Austin underpinned by an “unsupervised” version of the software.

“Teslas will be in the wild, with no one in them, in June, in Austin,” Musk told analysts and investors in January. In May, he told CNBC that the robotaxi would only operate in parts of intersections, and would use humans to monitor the vehicles. What those teleoperators are doing is not clear.

For years inside Tesla, company executives have expected to use teleoperators who could take over in case of trouble, said one person familiar with the matter. For instance, if a robotaxi were stuck in a crowded pedestrian area and confused about what to do next, a human teleoperator could take over and guide it, the source said.

Tesla advertised for teleoperation positions, saying the company needs the ability to “access and control” autonomous vehicles and humanoid robots remotely. Such employees can “remotely perform complex and intricate tasks,” it said in the advertisements.

Tesla did not respond to a request for comment.

“We are being super paranoid about safety,” Musk said in a post ahead of the launch.

Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, attended a ceremony marking the 25th anniversary of The Executive Office of Sheikh Mohammed.

Sheikh Mohammed praised the work of The Executive Office in setting a benchmark for leadership and innovation over the past quarter century. He highlighted its pivotal role in realizing his vision of Dubai as a global pioneer committed to excellence and future readiness.

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“For 25 years, The Executive Office has fostered teamwork and effectively implemented our development vision,” Sheikh Mohammed said. “Today, we witness the outcomes of an integrated government work ecosystem led by The Executive Office, which has contributed significantly to Dubai’s global prominence.

“The Executive Office is a wellspring of exceptional ideas, a catalyst for change, and a launchpad for forward-looking projects and initiatives that have underpinned our economic and social progress.”

Sheikh Mohammed added: “The Executive Office will remain central to advancing Dubai’s strategic vision for global leadership. These 25 years of achievements inspire our continued drive toward transformation and progress.”

The Executive Office represents a distinctive model of governance, rooted in a forward-thinking vision and a proactive leadership approach. Tasked with translating the vision of Dubai’s ruler into actionable strategies, the office plays a central role in shaping the emirate’s future.

Established by decree, the Executive Office acts as the strategic arm of Sheikh Mohammed, leading initiatives that drive economic, social, and developmental progress across Dubai. With a foundation built on meticulous analysis and long-term planning, the Office supports decision-making processes that align with Dubai’s aspirations for global leadership.

A strategic think tank

Functioning as a specialised think tank, the Executive Office conducts comprehensive analytical studies across economic, political, cultural, and developmental sectors. These insights directly inform key directives and decisions issued by Sheikh Mohammed.

The office not only advises government entities but also monitors the execution of projects initiated under the leadership’s guidance. It tracks performance across sectors, producing regular reports to ensure alignment with Dubai’s strategic goals.

By integrating scenario planning and forecasting, the office prepares for global challenges, ensuring the emirate remains resilient and adaptive. Development proposals, strategic blueprints, and reforms are all filtered through this rigorous process.

Nurturing innovation and creativity

With the close involvement of Sheikh Mohammed, the Executive Office has evolved into a center of innovation and strategic thought. Over the past 25 years, its commitment to creative problem-solving and bold ambition has underpinned transformative achievements that continue to define Dubai’s rapid ascent.

The Office has spearheaded numerous landmark initiatives that have reshaped the city’s global profile, enhanced competitiveness, and strengthened its economy and social fabric.

Dubai International Financial Centre (DIFC)

One of the most significant milestones driven by the Executive Office is the establishment of the Dubai International Financial Centre (DIFC) in 2004. The DIFC marked a turning point, positioning Dubai as a global financial hub.

In 2024, DIFC reached new heights. The number of active companies rose to 6,920, with 1,823 new firms joining—a 25 per cent year-on-year increase. The workforce exceeded 46,000, and assets under management surpassed $700bn. Notably, the centre now hosts family offices managing over $1.2tn in assets, further cementing its influence in global finance.

The Dubai Council

Launched in 2020 under the direction of the Executive Office, the Dubai Council was formed to implement transformational projects across the emirate. So far, it has initiated 25 strategic projects and established four high-level committees to drive development in critical sectors.

The council has played a key role in restructuring public institutions and enhancing the efficiency of services, which in turn has catalyzed growth across Dubai’s economy.

Mohammed Bin Rashid Al Maktoum Global Initiatives (MBRGI)

Also operating under the Executive Office is the Mohammed Bin Rashid Al Maktoum Global Initiatives (MBRGI), founded in 2015. As the region’s largest humanitarian and development organization, MBRGI encompasses 30 programs focused on alleviating poverty, promoting education, and advancing innovation.

In 2024, MBRGI invested Dhs2.2bn in humanitarian work, impacting 149 million people in 118 countries.

Digital transformation through Smart Dubai

In 2013, the Executive Office launched Smart Dubai, later evolving into Digital Dubai in 2021.

The initiative has propelled the emirate’s digital transformation and ranked Dubai first in the Arab world and Asia, and fourth globally in the IMD 2025 Smart City Index.

Digital Dubai continues to streamline government operations, enhance public services, and integrate emerging technologies across sectors.

Dubai Future Foundation

The Dubai Future Foundation (DFF), launched in 2016, is another key entity housed within the Executive Office. DFF is responsible for future-focused programs including the Museum of the Future—an architectural landmark that has welcomed more than 3 million visitors and 40 heads of state since opening.

Additionally, DFF launched the Dubai Future District Fund, which has invested Dhs3bn, directly contributing to the city’s GDP and bolstering its innovation ecosystem.

Hatta Development Plan

The Hatta Development Plan, introduced by the Executive Office in 2016, comprises over 40 initiatives aimed at revitalizing the mountainous enclave. Annual tourism has soared to 1.5 million visitors, with improved infrastructure, eco-tourism, and employment opportunities enhancing quality of life for local residents.

The Executive Council of Dubai

Established in 2003, the Executive Council of Dubai also operates within the Executive Office and oversees more than 60 government departments. The council ensures alignment between sector strategies and Dubai’s overarching vision, while focusing on governance, service improvement, and institutional efficiency.

It plays a critical role in translating policy into action and continuously refining government operations to deliver measurable improvements in citizen wellbeing.

Dubai Holding

Dubai Holding, another major entity launched by the Executive Office in 2004, manages Dhs280bn in assets and operates in 34 countries. The conglomerate employs over 45,000 people and plays a significant role in driving economic diversification and international investment.

Leadership development

The Mohammed Bin Rashid Center for Leadership Development (MBRCLD), founded in 2003 and supported by the Executive Office, has trained more than 1,000 leaders, including 9 ministers, 10 deputy ministers, 15 director generals, and nearly 100 executive directors.

The center continues to identify and mentor emerging talent, preparing the next generation of leaders to navigate global change and complexity.

Continuing the vision

As Dubai positions itself at the forefront of global development, the Executive Office remains at the core of the city’s transformation. Through strategic foresight, data-driven planning, and alignment with global trends, the Office is executing Sheikh Mohammed’s vision to ensure Dubai’s continued leadership on the world stage.

With a focus on inclusive growth, innovation, and sustainability, the Executive Office is not only shaping policy—but also securing Dubai’s role as a model for visionary governance in the 21st century.