At the recent Huawei Cloud Summit in Barcelona, Gulf Business spoke with Ahmed Bukhamseen, CEO of Quant, about how the Saudi-based AI-driven real estate platform is transforming the Kingdom’s property sector.

Bukhamseen discusses tackling data challenges, leveraging satellite technology, and why Huawei Cloud plays a key role in Quant’s expansion — including its latest move into Dubai.

Ahmad, thank you for speaking with Gulf Business. What is Quant’s core business? Which market does it primarily cater to?

Quant is an AI-powered real estate and location ecosystem. We are working on digitalising real estate data in Saudi Arabia. We help real estate investors, developers, and portfolio managers, along with retailers, with real estate analytics insights and data, as well as seamless digital transaction facilitation.

What were the main challenges Quant faced during its digital transformation?

Initially, it was data acquisition. We were working on creating our own data hub, and integrating with governmental sources was a challenge. However, the government became more open to open data, leveraging this transition to increase market transparency. We were one of the pioneer companies in Saudi Arabia to use open data within our product.

How did Quant originate?

The idea stemmed from a major gap in the real estate market — despite being one of the largest financial service industries, Saudi Arabia lacked a real-time price index. Billions were being traded without accurate financial statistics. If someone wanted to know the average property price in a Riyadh neighbourhood, they would only find outdated data, not real-time insights. Our goal was to bridge this gap by providing up-to-date market data. Beyond that, we aimed to answer the critical “where” question — where investors should invest, where retailers should open, and ultimately, where opportunities lie. Solving this “where” problem became our core mission.

Is Quant involved in satellite data analyses?

We turned to space to transform the real estate market. Satellite data is one of our primary sources, providing real-time insights into urban development, construction monitoring, and land status — offering a significant advantage with this advanced technology. In the past, accessing such data was costly, but today, it has become far more accessible. Additionally, from an AI perspective, we have developed multiple computer vision models to analyse satellite imagery, generating specialised data layers tailored to our clients’ needs.

Why did Quant choose Huawei Cloud as a partner? Which technologies or services from Huawei Cloud attracted Quant?

Most of our services rely on Huawei, and we are migrating our entire infrastructure to Huawei Cloud — including storage, databases, AI training, AI deployment, and our map server — all within Huawei and Riyadh. What draws us to Huawei is its cloud performance. We experienced latency issues with our previous provider, and with over a million users relying on our app, speed is a top priority. Users are accustomed to the fast experience of Google Maps, so they expect a similar level of responsiveness when zooming in. Since our storage is located near Western Europe, latency is significantly reduced, making high performance the key reason for our switch to Huawei.

How has Huawei Cloud helped Quant address technical challenges in its business? What are the specific application scenarios? (e.g., big data analytics, BI recommendation systems, cloud infrastructure, etc.)

When it comes to cloud infrastructure, Huawei provides us with strategic guidance on optimising our application. Their expertise helps us refine our cloud architecture, reducing costs and improving data transfer efficiency between services, ultimately accelerating our processes. Additionally, they facilitate connections with Chinese satellite imagery providers and mapping solutions. As a partner within Huawei’s network, we are also exploring collaborations to develop a digital twin for Saudi Arabia.

What are Quant’s future plans?

Today, we’re launching a real estate digital wallet, allowing users to register their properties, receive instant valuations, and list them for sale, mortgages, or other transactions. Currently, this service is available only to large portfolio managers, but we aim to make it accessible to small retail investors — even those with just one property — so they can benefit from the same intelligence and insights.

Next, we’re focusing on streamlining site selection for retailers, offering a fully digital journey from choosing a location to opening a store. Our mission is to digitise real estate data, leveraging insights to help individuals and businesses grow and contribute to the economy.

We’re also expanding to Dubai, collaborating with the Dubai Land Department to support Saudi investors in maximising their real estate investments in Dubai.

The Federal Authority for Government Human Resources (FAHR) in the UAE has issued a circular regarding the Eid Al Fitr holidays for federal government employees.

Read-10 things to know about Ramadan etiquette in the UAE

According to a WAM report, the authority announced that the holidays would be observed from the 1st to 3rd of Shawwal 1446 AH, with official work resuming on the 4th of Shawwal.

The 30th of Ramadan will be observed as an additional public holiday if the Holy Month of Ramadan concludes with 30 days, thereby extending the Eid Al Fitr break.

On this occasion, the federal authority extended its congratulations to the UAE government, its people, residents, and the Arab and Islamic nations, wishing them continued prosperity and well-being.

In this interview with Gulf Business, Rola Diab, a seasoned business and leadership consultant, speaker, and performance strategist at Alor Solutions, delves into the inspiration behind her ‘Breaking Cinderella’ programme, tackles the pervasive issue of imposter syndrome, and shares invaluable insights on building a resilient leadership career.

Diab discusses the critical mindset shifts required for entrepreneurs to thrive, the challenges faced by women in male-dominated industries, and the science behind manifestation and peak performance.

What are some of the most common mindset shifts required for entrepreneurs to go from survival mode to thriving in their business?

The first shift is from scarcity to abundance. Focus on what you lack, and you will always struggle. Winners see opportunities everywhere. They ask: “How do I create more?” not “How do I survive?”.

Next, stop working inside the business and start working on it. Grind every day, and you are just another worker. Step back, build systems, and scale. Thriving entrepreneurs do not just work, they construct machines that multiply their efforts.

Then, move from reacting to anticipating. Most waste time putting out fires. The ones who dominate stay five steps ahead. They build structures that eliminate problems before they start. They train their minds to see challenges as fuel for evolution.

Many entrepreneurs struggle with self-doubt and imposter syndrome. What advice do you have for breaking free from these limiting beliefs?

Imposter syndrome stems from comparing ourselves to an unrealistic standard and undervaluing our lived experiences. The key to breaking free is rewiring your internal narrative. One powerful strategy is evidence stacking — document every win, every moment you delivered value, and every skill you’ve mastered. When doubt creeps in, revisit this list. Also, stop seeking permission.

Confidence isn’t a prerequisite for success; action creates confidence.

As a woman who has worked with top global companies, what were the biggest challenges you faced in male-dominated industries?

Some men feel the need to establish control early, creating a dynamic that can be challenging for women in leadership. Rather than reacting with direct confrontation, I found success in strategic influence — balancing strength with emotional intelligence to create a space where everyone feels heard while still maintaining authority.

Women naturally excel in emotional intelligence, which is a critical advantage in leadership. We are typically more attuned to nonverbal cues, emotional undercurrents, and group dynamics, which allows us to create environments of psychological safety, a key driver of high performance teams. Instead of pushing back against dominant personalities in a head to head manner, I learned to redirect energy rather than resist it. This meant acknowledging the need for recognition that some individuals have, validating contributions without diminishing my own position, and using active listening, calibrated language, and strategic mirroring to diffuse tension while still leading the conversation.

What inspired you to create ‘Breaking Cinderella’, and how does it challenge traditional success narratives for women entrepreneurs?

Breaking Cinderella was born from my own journey, facing high stakes leadership, breaking through limiting beliefs. When things got hard, I caught myself thinking, I wish someone else would come handle all of this for me. That was the problem. No one was coming. When I took radical responsibility, that’s where I could see the greatest impact. Breaking Cinderella is not about external success. It is about alignment, ownership, and rewriting the rules on your terms. Stop waiting to be chosen. Choose yourself.

Read: 42 women leaders share advice to power your success

What leadership strategies do you believe are essential for women aspiring to executive positions?

Leadership starts from within. Women aspiring to executive positions must first build conviction in their beliefs before stepping into external influence. If you do not fully own your vision, values, and decisions, no one else will.

The foundation of leadership is internal alignment — clarity on who you are, what you stand for, and the value you bring. When your beliefs are strong, your confidence follows, and that confidence becomes the force that shapes how others perceive you

Some people see manifestation as abstract or even wishful thinking. How do you integrate tangible business strategies with intuitive decision-making?

Manifestation isn’t about wishful thinking, it’s actually neuroscience and intentional focus. Your brain’s reticular activating system (RAS) filters what you notice based on your dominant thoughts which it translates as important. When you set clear intentions, you start recognising opportunities that align with them and what seems to be synchronicities. That said, manifestation without action is just a dream. I integrate this by using intention-action mapping, getting clear on the goal (intuitive vision) and then strategically reverse-engineering the actions to achieve it.

You’ve worked with high-achieving executives. What are some early warning signs of burnout, and how do you coach leaders to prevent it?

Burnout is a mental game. It is not about working too hard, it is about the way you condition your mind. If you constantly push without resetting, your brain locks into survival mode and that is where the exhaustion kicks in.

Burnout happens when you lose control of your focus, stack stress without release, and let distractions drain your energy. The solution is to train your mind like a high performer. Command your state. Own your focus. Eliminate what weakens you. Recovery is not a luxury, it is a strategy.

High achievers do not just work hard, they train for endurance. If you want to play at the highest level, you need to master the cycle of intensity and recovery. That is how you sustain peak performance and dominate the game.

If you could give one piece of advice to young professionals looking to build a long-term leadership career, what would it be?

Success requires you to master your internal state first. Before focusing on external strategies, learn to manage your state, rewrite your story, and then execute your strategy.

Most people do it backward. They chase tactics without addressing the mindset and energy driving their actions. But your state, your emotional and physiological condition, dictates how you show up.

This isn’t just theory; it’s science. Your body leads, your mind follows. When you step into a state of certainty, your brain reinforces the belief that you are capable, fueling a cycle of momentum. That’s why elite athletes, top negotiators, and high-stakes leaders all use physiology-first strategies to access peak performance on demand

London has long been the favoured destination for investors from the Gulf. However, new data from Nomo, the digital arm of the Bank of London and The Middle East, and Rightmove shows GCC residents are taking more of an interest in other areas of the UK.

Northern England and Scotland are becoming popular among property purchasers from the Gulf due to two key drivers — affordability and opportunity.

Encompassing major cities like Manchester, Liverpool, Glasgow, Edinburgh, Leeds, and Newcastle, the value proposition of investing in these areas is becoming greater and is appealing to investors and purchasers alike.

Affordability is appealing

Affordability is a cornerstone of Northern England’s appeal. Compared to London, where property prices are the highest in the UK, cities like Manchester and Liverpool present a more accessible entry point into the UK real estate market.

Make no mistake, London is still the most popular destination for GCC buyers, accounting for nearly one-in-four (24 per cent) enquiries made on Rightmove from the Gulf. Its global reputation, secure market, and status as an economic hub makes it a prime location for business and leisure alike. However, this all comes at a price.

In 2024, the average house price in London is GBP687,026 – which will often only buy a modest one- or two-bedroom flat in the most desirable areas. This is more than a £100,000 cash increase from 2014, when the average price was GBP576,000.

Affordability does not mean a compromise on quality or location. The average house price in Manchester is GBP264,250, Liverpool GBP207,438 and Leeds GBP274,675. For the cost of a flat in London, you can buy a property with substantially more space, a garden, and potentially better quality amenities. Add to this the fact that London is reachable in just under three hours from Manchester, many see this as a worthwhile trade-off for a more substantial asset.

The demand in the GCC for Northern property bears this out. Fifteen per cent of all GCC Rightmove inquiries are for the North West – greater than the ‘home counties’ in the South East (11 per cent), and the South West (9 per cent).

Five per cent of all inquiries are for Yorkshire and the Humber, home to the major Northern cities of York, Leeds and Sheffield, and a further 3 per cent for the North East. Combined, these three regions are almost as popular as London.

Northern England holds opportunities

A lower priced asset brings greater potential for high rental yields, if purchasers are looking for buy-to-let property. With lower acquisition costs in the North and potentially cheaper operational costs, a larger proportion of rental income contributes to returns.

The tenant demand in Northern cities is strong too, particularly among students. The cities of Manchester and Liverpool contain 12 universities between them – attracting hundreds of thousands of students looking for accommodation throughout the academic year. Seen as a safe investment due to the steady stream occupants, Nomo is increasingly providing property finance to GCC investors for this exact buy-to-let purpose.

But it’s not just the North’s many universities driving tenant demand. The area has long been a strategic priority for the UK Government to turn into a major economic hub – in recognition that the country’s economic output is too dependent on the South. The new government has continued this trajectory – recently investing GBP22bn in Northern-based carbon capture projects. As further investment is incentivised into the region, further job opportunities will be created, meaning more potential tenants.

Open for business

GCC investors make up 11 per cent of all international Rightmove enquiries for UK property, a disproportionate influence considering the six countries represent under 1 per cent of the world’s total population. This suggests that the longstanding links between the UK and the Gulf are going nowhere – and neither is Gulf investors’ appetite for UK property.

However, when investing in any foreign market, we strongly suggest using local advisers. Particularly in the North of England where there can be substantial differences in potential rental yields between neighbourhoods and towns, on-the-ground local knowledge helps ensure you make informed, strategic decisions.

The market trends strongly suggests that there will be continued interest in the North. Prices may increase in time, but the region will likely always be more affordable than the South. Those from the Gulf are recognising the opportunity this region brings, both in terms of making a first-time purchase of UK property and as a rental opportunity.

The writer is the chief commercial officer, Bank of London and The Middle East.

In the rapidly evolving Gulf mobility landscape, traditional car ownership is being re-examined as consumers balance status, cost, and convenience against a backdrop of shifting economic realities.

As modern mobility solutions gain traction, particularly car subscription services, Gulf residents face a compelling choice: continue investing in depreciating assets or pivot to flexible, all-inclusive mobility options.

For decades, owning a car in the Gulf has signified independence and prestige. Yet beneath the glossy surface of vehicle ownership lie substantial hidden costs that can undermine its allure:

• Depreciation: A new car’s value can drop to 60 per cent of the financial value in three years, rapidly eroding its financial worth.
• Loan payments and interest: Many Gulf buyers finance their vehicles through loans carrying annual interest rates between 2 per cent and 5 per cent. Over a standard five-year term, these costs can significantly exceed the vehicle’s purchase price.
• Insurance and registration: Mandatory comprehensive insurance can range from 6 to 8 per cent of the cost of the vehicle, while additional expenses like registration fees, road tolls, and parking costs further inflate the total cost.
• Maintenance and repairs: Routine servicing, unexpected repairs, and the replacement of worn components can add thousands of dirhams annually.
• Fuel costs: Although Gulf fuel prices remain relatively low, they still contribute notably to the total expense, especially for drivers with long commutes.

Why the car subscription model is appealing

Car subscription models are emerging as a viable alternative, particularly appealing to expatriates and young professionals. These services consolidate many of the costs and headaches associated with car ownership into a single, predictable monthly fee.

Car subscription services offer a host of advantages that make them an attractive alternative to traditional car ownership. For instance, there is no need for a down payment, which contrasts with the typical 20 per cent upfront cost required for a new car in the UAE, allowing consumers to access vehicles without a significant initial investment.

Additionally, the all-inclusive pricing model covers insurance, maintenance, and registration, thereby reducing unexpected expenditures and simplifying budgeting.

This model also provides exceptional flexibility, enabling subscribers to switch vehicles based on changing lifestyle needs — whether upgrading for a business trip or opting for a more economical option when desired.

Moreover, with month-to-month or short-term contracts, consumers can avoid the lengthy financial commitments associated with traditional car loans, while the hassle-free nature of the service eliminates the stress of dealing with servicing, paperwork, or resale issues, perfectly aligning with the demands of a fast-paced, modern lifestyle.

Suited for certain consumer segments

While the car subscription model is not a one-size-fits-all solution, it is particularly well-suited for certain consumer segments. Expats and short-term residents benefit by avoiding the need to tie up capital in a depreciating asset. Young professionals appreciate the financial agility offered without long-term commitments, while those who frequently switch vehicles to suit their evolving needs find the flexibility invaluable.

Additionally, cost-conscious drivers who seek predictable expenses without the surprise costs inherent in traditional car ownership also stand to gain significantly from this model.

Urbanisation, digital transformation, and a global shift toward sustainability are redefining how Gulf consumers view mobility. With a growing interest in experience-based consumption over asset accumulation, the car subscription model is poised for further growth.

Additionally, as electric vehicles (EVs) gain popularity, subscriptions could serve as a gateway for consumers eager to embrace greener technology without committing to high upfront costs.

Ultimately, the decision between buying a car and subscribing to one depends on an individual’s financial goals, lifestyle needs, and usage patterns. For those prioritising flexibility and cost predictability, the subscription model offers a modern, stress-free alternative.

Conversely, for high-mileage drivers or long-term asset investors, traditional car ownership may still hold its value.

In an era of increasing mobility choices, Gulf consumers are empowered to align their transportation decisions with both convenience and financial prudence. As the market continues to evolve, staying informed and critically assessing one’s personal needs will be key to navigating the road ahead.

The author is the CEO and founder of SelfDrive Mobility.