Finesse, a leading digital transformation and AI solutions provider, has announced a strategic partnership with Securiti, the pioneer of the Data+AI Command Center. The announcement was made during the GISEC event and aims to deliver cutting-edge cybersecurity solutions to businesses across the region.

This partnership combines Finesse’s expertise in digital transformation with Securiti’s advanced technologies for managing sensitive data.

Together, they offer a robust suite of capabilities tailored to address the complex demands of today’s cybersecurity landscape.

Enhancing Cyberhub with AI-driven solutions

Finesse will integrate Securiti’s AI-powered data privacy and security tools into its Cyberhub platform. This integration equips organizations with advanced solutions for protecting sensitive data across both structured and unstructured environments.

Cyberhub already includes features such as a Cognitive Security Operations Center (CSOC), automated incident response, AI-driven Zero Trust architecture, and governance frameworks for generative AI. With the addition of Securiti’s platforms—Data Vault, Data Leakage Protection, and automated privacy compliance—Cyberhub’s offering becomes even more powerful, enabling proactive and scalable cybersecurity strategies.

Leadership perspectives on the partnership

“This partnership addresses critical challenges organizations face in securing sensitive data across distributed environments, especially in the cloud,” said Megha Shastri, Vice President – Enterprise Accounts at Finesse. “Our collaboration with Securiti will give customers continuous visibility and control over their data, reducing risks and ensuring compliance.”

Tahir Latif, Chief Privacy Officer (META) at Securiti, added, “Organisations must balance rapid innovation with strong data security. By automating the discovery, classification, and protection of sensitive data, we provide foundational intelligence that supports downstream security and AI governance.”

Advancing PrivacyOps and Ethical AI

As AI adoption accelerates, ensuring data privacy and ethical governance becomes a top priority. This partnership will enhance PrivacyOps by introducing greater automation and transparency. The integrated solution supports zero-trust frameworks and encourages responsible AI use across enterprise operations.

“Responsible AI governance begins with responsible data governance,” Latif emphasised. “Without deep visibility into data flows, deploying AI becomes risky.”

Paving the way for the future of cybersecurity

The Finesse-Securiti alliance comes at a pivotal moment as businesses face increasing cyber threats and evolving regulatory requirements. Together, these companies aim to create a secure foundation for growth—offering seamless integration of data security, AI governance, and privacy management to organisations in the UAE and beyond.

In a city defined by ambition, scale, and relentless innovation, Dubai’s urban mobility landscape is undergoing a quiet revolution—one that’s rooted not in disruption for disruption’s sake, but in deep, human-centered design. At the heart of this shift is Zed, a locally born ride-hailing platform by Al Ghurair Mobility, rewriting the rules of commuting by blending cutting-edge technology with cultural intuition.

Read-SME Story: ZED, the e-hailing ride service, is focused on personalisation

While global mobility giants dominate much of the international narrative, Zed is building something different: a transportation experience that feels unmistakably Dubai—efficient, personalised, empathetic, and future-ready.

“We’re not just moving people,” says Badr Al Ghurair, CEO of Al Ghurair Mobility. “We’re helping move Dubai toward a more sustainable and inclusive future.”

Rethinking mobility: Platform built around the rider

Zed’s innovation lies not just in what it offers, but in how it thinks. Designed as a next-generation ride-hailing platform, Zed combines a wide variety of transport options—licensed taxis, premium limousines, multi-stop journeys—with a layer of personalization previously missing in urban commuting. Every ride can be tailored to the rider’s preferences: cabin temperature, preferred music, interaction level with the driver, and even scheduling recurring rides through its flagship feature, Rhythm.

“Zed isn’t a replica of global solutions. We’ve built this platform from the ground up based on local insight and community feedback,” says Abhinav Patwa, Executive Vice President and Head of Zed.

This approach allows Zed to offer what few others can: a ride that doesn’t just take you somewhere—it fits your mood, your schedule, and your daily rhythm.

Personal touch: Mobility that reflects individual lives

The heart of Zed’s differentiation lies in its belief that mobility should not be transactional—it should be personal. That philosophy is woven into the platform’s DNA. The ability to fine-tune the ride experience gives commuters the autonomy they crave, without sacrificing comfort or safety.

Features like choosing your preferred chauffeur interaction level address a very real need in the region. Many commuters, especially women, report discomfort with unsolicited conversations. Zed meets this need with respectful, subtle functionality that puts control in the rider’s hands.

“These aren’t just ‘nice-to-have’ options,” says Al Ghurair. “They’re born from the actual lived experiences of people in Dubai.”

Cultural fluency as a competitive advantage

Zed’s legacy in mobility goes back over two decades through Kabi, its parent company’s earlier transportation business. This deep operational and cultural understanding has shaped Zed’s hyper-local approach—allowing the company to anticipate and address needs that outsiders often overlook.

Case in point: Rhythm, a first-to-market feature that allows users to schedule recurring rides for daily commutes, school runs, and weekly routines. This innovation directly responds to Dubai’s highly structured, time-sensitive lifestyle and has been one of the platform’s biggest early successes.

This focus on local relevance is not limited to features. Zed’s interface, driver onboarding, communication style, and promotional campaigns are all deeply grounded in the values of Dubai’s multicultural and fast-paced population.

Zeddies: Drivers at the heart of the experience

Zed doesn’t just care for its riders—it deeply values its drivers, whom it affectionately calls Zeddies. These drivers are integral to the user experience and are treated as brand ambassadors and key stakeholders.

Zed offers them performance-based incentives, recognition programs, and real-time support. Drivers also benefit from rider feedback, which helps refine both training and matching algorithms. This symbiotic relationship has helped build a culture of respect, reliability, and pride.

“When drivers feel respected, that energy translates to the rider. That’s the kind of ecosystem we’re building,” says Patwa.

Technology with a human heart: AI, data, and design

Underpinning Zed’s sleek interface is a robust AI-driven backend that powers everything from predictive fleet dispatch to real-time heatmaps and route optimisation. But Zed doesn’t stop at efficiency. It’s also built to listen.

Through ongoing analysis of customer sentiment, driver feedback, and in-app support trends, Zed evolves rapidly. Every update, every tweak is grounded in user insight, not assumption.

“We treat feedback not as a checkbox, but as our compass,” says Patwa. “We learn just as much from what people don’t say as from what they do.”

Zed’s tech stack enables it to make decisions quickly, iterate at speed, and adapt in real time—while keeping empathy at the center of every experience.

Strategic role in Dubai’s Smart City 2025 vision

Zed’s trajectory is tightly aligned with Dubai’s Smart City 2025 vision, which champions sustainability, digital transformation, and inclusive access to services. As an app-only platform, Zed eliminates the friction of legacy systems, enabling seamless integration across transportation, finance, and city services.

The platform also actively contributes to environmental goals. With increasing adoption of hybrid and electric vehicles in its fleet, and intelligent route planning that reduces emissions, Zed is helping reduce the city’s carbon footprint one ride at a time.

“We don’t treat sustainability as an add-on—it’s embedded in our operating model,” says Al Ghurair.

Zed also supports the RTA’s e-hailing adoption target of 80 per cent by increasing accessibility and engagement, particularly among younger and tech-savvy commuters.

Turning local challenges into strength

Being a homegrown startup in a market dominated by global players comes with its set of challenges—from brand awareness to user trust.

But Zed has turned these headwinds into tailwinds.

Its agile structure allows for rapid iteration and community-first engagement. Where global apps might require months to implement changes, Zed can roll out updates in days based on local needs.

Moreover, its early reliance on grassroots awareness campaigns and rider loyalty programs has yielded strong brand resonance and user stickiness.

“We didn’t just want to get people’s attention—we wanted to earn their trust,” says Patwa.

Experience-driven, not transactional

For Zed, user experience isn’t just about app design or driver punctuality. It’s about building emotional loyalty. From recognising frequent riders and high-rated drivers to launching culturally relevant promotions, Zed wants its users to feel seen and valued.

Transparent pricing models, seamless in-app payment flows, and consistently reliable support are all part of this ethos.

“In Dubai, where excellence is expected, we knew our service had to feel effortless—not just work well,” Al Ghurair noted.

Vision 2027: A lifestyle layer, not just a platform

Zed’s roadmap for the next 2–3 years includes several major expansions—both in terms of services and geography. Plans include integrating digital wallets, loyalty programs, in-app rewards, and exclusive brand partnerships that add everyday value beyond just transport.

The platform’s modular architecture also ensures that it can scale internationally while retaining the ability to localize meaningfully—be it in Abu Dhabi, Riyadh, or even emerging markets across Southeast Asia.

“We’re not just expanding—we’re evolving. We want to be the lifestyle layer that enhances every part of your day,” says Patwa.

Looking to the skies: Air mobility in Zed’s future plans

While Zed’s current focus is on optimizing road mobility, its leadership is keeping an eye on the future of aerial transport. As Dubai pioneers initiatives in air taxis and vertical mobility infrastructure, Zed sees a potential opportunity to integrate this into its multi-modal strategy.

“We’re watching this space carefully,” Patwa confirms. “When the time is right, Zed will be ready—with a clear strategy to help bring the future of urban commuting to life.”

Co-creating the future with users

Central to Zed’s success is its belief in co-creation. Users are not just riders; they are partners in shaping the platform. Feedback is integrated into product design cycles, and both riders and drivers are seen as essential to building a better mobility ecosystem.

From beta-testing new features to community surveys and driver town halls, Zed ensures every voice counts.

“The most powerful design tool is dialogue,” Patwa says. “That’s how we stay relevant. That’s how we stay human.”

More than a ride: Zed’s role in Dubai’s mobility renaissance

Zed represents more than just a well-designed app. It stands for a new approach to movement in a city that’s constantly in motion. It’s a quiet revolution—one that prioritizes people, honors local culture, and builds for the long-term.

By creating a ride-hailing experience that reflects Dubai’s identity—its pace, its people, and its potential—Zed is proving that the future of mobility isn’t just about going faster or farther. It’s about going smarter, kinder, and more meaningfully.

“Mobility is not just about getting from A to B,” says Al Ghurair. “It’s about how you feel along the way.”

In an exclusive interview, Mauricio Zuazua, region chair at global consulting firm Kearney, discusses how AI is reshaping executive leadership, enabling smarter decision-making, and what it takes to build an AI-ready culture in the Middle East and beyond.

As AI becomes more agentic, how do you see it reshaping executive roles – will it augment CxOs or redefine leadership entirely?

The primary impact will be in augmenting CXOs rather than entirely redefining leadership. AI and agentic tools provide executives powerful new capabilities for decision-making and relieve them and their teams from time-consuming activities. This spells faster and deeper insights into their business at their fingertips, which in turn means quicker, better choices. It also means more time for them to focus on strategic thinking, innovation, and fostering a culture of agility and resilience within their organisations.

However, the demands on leadership are growing. Executives need to develop a deeper understanding of AI technologies and their implications – not only let their teams get educated. They also need to lead with empathy and adaptability, guiding their teams through the complexities of AI integration.

The role of CXOs is shifting from being a sole decision-maker to a facilitator of AI-driven insights, actions, and collaborative problem-solving.In essence, AI will enhance the capabilities of CxOs, making them more effective leaders, while requiring adaptation to new ways of thinking and leading.

Which areas within the C-suite are seeing the fastest AI adoption, and how is automation transforming decision-making in those functions?

Adoption at scale is indeed the largest hurdle right now. However, we see highest levels of adoption in transactional or creative areas of the business. This includes HR, Finance, Supply Chain, Marketing, and IT. In HR AI is being used for CV screening, policy and contract development.

In finance, AI is automating financial processes, improving accuracy and efficiency in planning and forecasting. In supply chain, AI is helping build more resilient and adaptable supply chains. In marketing, it is accelerating creative and copy development, optimising sales strategies, and tailoring customer engagement to increase effectiveness. In IT, AI is improving system performance and cybersecurity.

How should businesses approach human-AI collaboration to maximise productivity without losing human judgment and oversight?

Awareness, education, and keeping a human-in-command loop. Codify the red lines where people must sign off — strategy pivots, brand voice, ethical calls.

Pair employees with AI assistance so human and machine critique each other’s output in real time; in our client pilots, those that empowered their teams with AI assistance delivered 25 per cent more throughput than either the humans alone, or attempting full automation, precisely because accountability is shared and rewarded.

Can you share a recent example where Kearney helped drive AI-led business transformation, and what lessons other organisations can draw from it?

A global insurer’s source-to-contract process was eating legal budgets and time. In 18 weeks, we united business, legal, data, and IT, deployed an AI contract-engine, and rolled it out to thousands of users — saving hundreds of hours of manual work and a quarter of legal fees, while hitting full ESG-compliance.

The lesson? Start with the hairy problem, weld cross-functional teams early, and scale once value is proven — not before.

From a leadership lens, what does it take to create a culture that embraces AI while balancing ethical considerations, particularly in high-stakes industries?

Bake ethics into code — then keep the humans honest. Every model needs a red team for bias and safety, every release ships with a public model card. Regulators come in early, not after the fact, and bonuses hinge on responsible AI scorecards, not just ROI. But stewardship isn’t a one-way street.

Users who pocket the productivity gains must also carry the duty of care.We mandate a human-in-the-loop pledge that says:

• Own the decision. The system proposes, the user disposes — no rubber-stamping.
• Flag the drift. If outputs look off, hit pause and trigger a review; your vigilance trains the next model.
• Close the loop. Feedback outcomes so the algorithm learns — and so we measure real impact, not vanity metrics.Culture shifts fastest when accountability is shared and rewarded—financially, reputationally, personally.

What future leadership traits do you believe will define the next generation of C-suite executives in an AI-enabled world?

Successful leaders will blend algorithmic literacy with radical empathy. They will run 10 scenarios in parallel, pivot without ego when needed, and still read the room better than any sentiment model.

They will be relentless experimenters, because it will be table stakes to try new, untried things. They will break more glass earlier, taking more measured risks with a willingness to break things that work today, looking to make them work even better.

Most of all, they will be incredible storytellers — turning data into a narrative that moves boards, regulators, and frontline teams alike.

The Ministry of Human Resources and Emiratisation (MoHRE) has announced that Thursday, June 5 to Sunday, June 8 will be an official paid holiday for all private sector employees in the UAE on the occasion of Arafat Day and Eid Al Adha.

The announcement follows the cabinet’s decision regarding the approved public holidays for both the public and private sectors. The announcement was made by the ministry on its official X account.

Read-Date announced: UAE confirms first day of Eid Al Adha

The Dubai Government Human Resources Department (DGHR) has also issued a circular announcing the Eid Al Adha holiday for the year 1446 Hijri.

All government entities, departments, and institutions across Dubai will observe a public holiday from Arafat Day, 9th Dhul Hijjah 1446 AH (Thursday, June 5, 2025) until 12th Dhul Hijjah 1446 AH (Sunday, June 8, 2025).

Official working hours will resume on Monday, June 9, 2025, a WAM report said.

In Saudi Arabia, the Ministry of Human Resources and Social Development also confirmed a four-day Eid Al Adha holiday for workers in the private and non-profit sectors. According to a report from Saudi Gazette, the holidays will begin on Thursday, June 5 (Arafat Day), and end on Sunday, June 8.

The ministry highlighted the need to consider any potential overlaps outlined in Article 24 of the Executive Regulations of the Labor Law to ensure the holidays are applied in accordance with approved regulations.

Saudi Arabia’s Supreme Court earlier announced that Standing at Arafat, which marks the climax of the annual Hajj pilgrimage, will be observed on Thursday, June 5, and that Friday, June 6, will be the first day of Eid Al Adha celebrations. The court also stated that Wednesday, May 28, was the first day of Dhul Hijjah, following the sighting of the crescent moon.

In Oman, authorities have declared that the official Eid Al Adha holidays for employees in state administrative units, public legal entities, and private sector establishments will begin on Thursday, 9 Dhul Hijjah 1446 AH (June 5, 2025), and continue until Monday, 13 Dhul Hijjah 1446 AH (June 9, 2025), an Oman Observer report said.

According to the Oman Observer, official working hours will resume on Tuesday, June 10, 2025.

Ahead of its participation at OREX 2025 in Oman, Engineer Wael Al-Lawati, CEO of Muriya, shared how the developer is shaping Oman’s tourism landscape through destinations like Hawana Salalah and Jebel Sifah.

Muriya is a joint venture where Orascom Development Holding (ODH) and Oman Tourism Development Company (OMRAN) are partners.

Orascom Development Holding, a leading developer of integrated communities, holds a 70 per cent stake, while OMRAN, the government’s tourism development arm, holds 30 per cent. Muriya focuses on developing Integrated Tourism Complexes (ITCs) in Oman, highlighting the Sultanate’s history, heritage, and natural beauty

In this interview with Gulf Business, Al-Lawati shares milestones, investment trends, and how Muriya is aligning with Oman Vision 2040.

Tell us about your participation at OREX 2025.

Muriya’s presence at OREX was a reaffirmation of our commitment to Oman’s Vision 2040 and our pivotal role in shaping the country’s tourism and real estate sectors. This year, we showcased Hawana Salalah and Jebel Sifah — model destinations that exemplify sustainable, integrated waterfront living.

These developments fuse luxury, lifestyle, and Oman’s natural and cultural richness, demonstrating how tourism and real estate can drive economic diversification and long-term national value. Our participation also complements key government initiatives to position Oman as a global tourism and investment hub.

How do Jebel Sifah and Hawana Salalah align with Oman Vision 2040 and its economic diversification goals?

At Muriya, our integrated destinations are built in harmony with Oman Vision 2040. They contribute to economic diversification by generating employment, encouraging foreign investment, and promoting year-round tourism.

With over $750m invested by Orascom Development and Omran, we’ve enhanced tourism infrastructure and international appeal. Events like IRONMAN 70.3 Salalah, SOCCA, and global fishing tournaments have made our destinations internationally recognisable, attracting athletes and tourists from over 50 countries.

What are the latest milestones or upcoming phases for Jebel Sifah and Hawana Salalah?

Our destinations are in constant evolution. At Jebel Sifah, we recently launched Al Raya Villas — a wellness-focused, golf-facing community with private gardens, mountain views, and access to fitness amenities. The development also boasts Muscat’s first ocean-facing PGA Harradine nine-hole golf course, an 84-berth marina, alfresco dining, and boutique hotels.

Meanwhile, Hawana Salalah remains Oman’s largest integrated tourism complex with more than 1,200 luxury hotel rooms, a 170-berth marina, Hawana Aqua Park, and four residential districts. We’re expanding with new waterfront properties, lifestyle offerings, and high-end hospitality.

What differentiates Muriya’s developments from other resort or lifestyle communities in Oman and the wider region?

We don’t just build properties — we create destinations. Hawana Salalah and Jebel Sifah offer a blend of upscale living, leisure, and cultural authenticity. Spanning 13.6 million square metres, Hawana Salalah features luxury hotel brands, Oman’s first aqua park, and all waterfront properties with scenic views.

Our developments offer hotel-branded residences, marinas, golf courses, and global events that position them as top-of-mind for visitors and residents seeking unmatched lifestyle experiences in Oman.

How has your partnership with Omran supported Muriya’s growth and ability to navigate Oman’s regulatory environment?

Our joint venture with Omran has been foundational. This public-private partnership merges Orascom’s global development expertise with Omran’s local knowledge. Together, we’ve invested over $750mn, created thousands of jobs, supported SMEs, and delivered two of Oman’s most admired communities.

It’s a partnership built on trust, alignment with national goals, and a shared commitment to sustainable development.

What trends are you seeing in foreign investment and tourism, and how is Muriya adapting its strategy to attract international interest?

Oman is increasingly viewed as a stable, naturally rich destination offering long-term value. International buyers are drawn to the lifestyle, investment potential, and serenity of our destinations.

We’re adapting with a diversified property portfolio — from hotel-branded residences to standalone villas — while ensuring ease of ownership. Our in-house service division, Wateera, provides property management and rental solutions for global homeowners, creating a seamless experience from purchase to stay.

What’s next for Muriya? Are there plans to expand beyond current destinations or tap into emerging segments?

As Oman advances its Vision 2040 agenda, Muriya will remain a key contributor. Our focus is on deepening the value of Jebel Sifah and Hawana Salalah while exploring new lifestyle segments like wellness retreats and digital nomad-friendly communities.

We aim to pioneer sustainable living concepts, host world-class events, and continue attracting global visitors — all while honouring Oman’s cultural and environmental heritage. Our destinations will evolve into future-ready lifestyle hubs that serve generations to come.