Back to all insights news

From funding to scale: Straight-talk from The Final Pitch’s investor-judges

Here’s what these decision-makers say were their biggest red flags — and green lights — when it comes to how they evaluate startup founders

Neesha Salian
Neesha Salian

02 June, 2025

From funding to scale: Straight-talk from The Final Pitch’s investor-judges
Images: Supplied

TT

16

Before the lights, cameras and big-money deals roll on The Final Pitch: Dubai, four of the region’s investors (and the show’s judges) are already delivering their inputs.

From real estate expert Dr Mohanad Alwadiya and Web3 heavyweight Bijan Alizadeh to cleantech pioneer Sami Khoreibi and strategic advisor Jigar Sagar, these investors aren’t just waiting to be impressed. Their message to startup founders? Come armed with data, clarity, and a vision that can scale — not just sizzle. Each offers advice honed through decades of hard-won experience.

Ahead of the show‘s Middle East debut, we asked these decision-makers for their biggest red flags — and green lights — when it comes to how investors evaluate founders. The result is a masterclass in funding and growth, dished out with honesty and a clear call: if you’re ready to pitch, you should be ready to deliver.

Here’s what the experts have to say …

On the top three factors founders should keep in mind when seeking funding

Jigar Sagar, investor, strategic government advisor and founder of Triliv Holdings

  1. Clarity beats complexity: Be razor-sharp about your value proposition, numbers, and ‘why now’. Don’t make investors decode your pitch — make them believe in it.
  2. Traction talks: Momentum matters more than storytelling. Show real signals — revenue, users, partnerships.
  3. It’s a relationship, not a transaction: Choose investors who align with your vision, not just those offering the best valuation.

Sami Khoreibi, entrepreneur, investor and founding partner, Incubayt Investments

  1. Expect rejection and plan for it: Persistence is key — budget more time than you think it’ll take.
  2. Do your homework on investors: Make sure they’re a fit for your stage, sector, and geography. If not, still reach out and ask for referrals.
  3. Warm introductions win: Use LinkedIn, network hard, and personalise your outreach. Cold emails often get ignored.

Bijan Alizadeh, founding partner, Cypher Capital and co-founder, Phoenix Group

  1. Master your metrics: Know your numbers inside out—unit economics, path to profitability, and growth levers.
  2. Show momentum and agility: Demonstrate traction and how you’ll adapt to scale.
  3. Nail the pitch — fast: Your vision must be clear in two minutes or less. Be concise, compelling, and memorable.

Dr Mohanad Alwadiya, CEO and managing partner, Harbor Real Estate

  1. Know what you need — and why: Have a clear capital strategy. Don’t raise money just to survive.
  2. Be investor-ready: Clean financials, clarity in your model, and transparency are critical.
  3. Choose the right investor: The wrong investor can set you back. Find ones who add value beyond funding.

On key advice for startups looking to scale

Jigar Sagar

  • Don’t confuse growth with scale: Growth is messy. Scale is methodical.
  • Systemise what works: If it’s not repeatable, it’s not scalable.
  • Invest in people, not just tools: Good tech won’t fix a weak team.
  • Stay close to unit economics: Scaling loss-making models just burns cash faster.
  • Protect your culture: It’s your startup’s DNA — and a key to long-term edge.

Sami Khoreibi

  • Ensure product and infrastructure readiness: Don’t scale prematurely.
  • Build SOPs: Standard operating procedures are key for efficient team execution.
  • Scale through repeatability: Standardise, but continue improving and iterating.

Bijan Alizadeh

  • Do it right — not just fast: Build systems that scale with you.
  • Invest early in infrastructure and team: Culture and capability are your growth enablers.
  • Stay agile: Fix what’s broken, double down on what works, and be ready to pivot.

Dr Mohanad Alwadiya

  1. Strengthen internal systems first: Poor processes crumble under pressure.
  2. Be data-driven: Real-time insights into cost, margin, and burn rate are essential.
  3. Stay customer-centric: Don’t lose sight of your core audience while expanding.
  4. Balance speed with stability: Scale fast enough to seize opportunity—but steady enough to stay in control.

The deadline for final submissions for the Final Pitch is June 8.

Read: From idea to impact: How MENA startups can stand out in a global arena

SME story: How Junior Couture aims to elevate luxury kidswear in the Gulf

Annelouise and Dominic Speakman share how they’re scaling their business, staying competitive, and driving sustainability in one of the fastest-growing fashion segments in the region

Neesha Salian
Neesha Salian

02 June, 2025

SME story: How Junior Couture aims to elevate luxury kidswear in the Gulf
Images: Supplied

TT

16

With roots in regional insight and a flair for global fashion, Annelouise and Dominic Speakman launched Junior Couture to fill a gap in the market: high-end children’s fashion that truly speaks to the lifestyle, culture, and climate of the Gulf.

Today, the brand has carved a niche for itself by offering a curated, omnichannel experience that merges global luxury with local sensibilities.

In this interview, the husband-and-wife duo share how they’re scaling their business, staying competitive, and driving sustainability in one of the fastest-growing fashion segments in the region.

What inspired you to start your brand?

Junior Couture was born out of a simple yet powerful idea: to make luxury children’s fashion more accessible, curated, and relevant to the lifestyle and tastes of families in the Gulf region.

We noticed a gap in the market – while high-end fashion was flourishing for adults, the children’s segment lacked the same level of choice, service, and regional understanding.

Our passion for fashion, combined with a deep appreciation for family values and cultural preferences, inspired us to create a premium destination that brings the best of global kidswear to our doorstep.

Luxury fashion for kids is highly competitive in the Gulf. How do you differentiate yourself from established global players?

We differentiate ourselves through a highly curated, customer-centric approach. Unlike general luxury retailers, we specialise exclusively in children’s fashion, which allows us to offer a deeper and more diverse collection tailored to every stage of a child’s development – from infants to teens.

We also blend global style with regional sensitivity, understanding the needs of modesty, climate, and local cultural events.

Our omnichannel presence, exceptional customer service, and partnerships with both iconic brands and emerging designers create a boutique experience at scale – something larger global players often struggle to replicate locally.

How Junior Couture aims to elevate luxury kidswear in the region
Annelouise and Dominic Speakman

What are your short- and mid-term revenue goals for this market?

In the short term, we’re focused on strengthening our online and in-store presence across the GCC, with a target of 20–25 per cent year-on-year revenue growth.

For the mid-term (three–five years), we aim to double our revenue by expanding our footprint into retail space, enhancing our private label offerings, and investing in AI-driven personalisation for e-commerce.

We’re also exploring partnerships and exclusive brand drops that drive both sales and customer loyalty.

What role do you think kids’ fashion should play in shaping a more sustainable future?

Children’s fashion must lead the way in redefining conscious consumption. Kids grow fast – so there’s an urgent need to rethink waste, durability, and seasonality.

At Junior Couture, we’re championing quality over quantity, promoting brands with ethical production standards.

Educating both parents and children on sustainability is part of our mission, because shaping the future starts with the next generation.

What is the anticipated growth for high-end luxury kids fashion in the UAE and the region?

The high-end kidswear market in the UAE and wider GCC is projected to grow steadily at around 7–10 per cent annually, fuelled by rising disposable incomes, fashion-conscious millennial parents, and a strong gifting culture.

The region’s appetite for premium and luxury goods, including for children, remains resilient – even amid global uncertainties.

With international brands expanding their kids’ lines and digital retail evolving, the segment is set to become a significant contributor to the overall luxury market in the region.

What’s next for the company?

We’re looking ahead with ambition and purpose. In the next phase, we’re focusing on regional expansion, enhanced personalisation through tech, and deeper brand collaborations – especially with designers looking to enter the Middle Eastern market through children’s fashion.

We’re also launching experiential in-store concepts and lifestyle extensions that go beyond clothing – bringing the Junior Couture world into toys, interiors, and even family events.

Our ultimate goal is to become the region’s leading authority and lifestyle platform for luxury children’s fashion.

Dubai launches major upgrade of Umm Suqeim St to boost traffic flow

The road’s capacity will rise to 16,000 vehicles per hour in both directions, reducing travel time between Jumeirah Street and Al Khail Road from 20 minutes to six minutes

Gulf Business
Gulf Business

02 June, 2025

Dubai launches major upgrade of Umm Suqeim St to boost traffic flow
Image: Dubai Media Office/ RTA

TT

16

Dubai’s Roads and Transport Authority (RTA) has announced a major urban infrastructure project to upgrade Umm Suqeim Street.

The project spans from the intersection of Umm Suqeim Street with Jumeirah Street to Al Khail Road, and is part of a broader plan to enable uninterrupted traffic flow from Jumeirah to Al Qudra Road over a distance of 20 kilometres.

It is designed to improve traffic flow, accommodate urban growth, and enhance the overall quality of life for residents and visitors.

Unlike traditional roadworks, the development incorporates creative and aesthetic urban design elements. These include upgraded pedestrian walkways, a dedicated cycling track, complete streets (boulevards), and vibrant community spaces to promote social interaction and create inclusive environments.

A direct link will also be established between Mall of the Emirates Metro Station and nearby residential communities.

The initiative is part of RTA’s master plan to overhaul the surrounding road network, which includes planned upgrades to Jumeirah Street, Al Wasl Street, and Al Safa Street.

Further details will be announced in due course.

Strategic corridor to serve over two million residents

Mattar Al Tayer, DG and chairman of the Board of Executive Directors at RTA, said: “The upgrade of Umm Suqeim Street, from its intersection with Jumeirah Street to Al Khail Road, forms part of a master plan to develop the Umm Suqeim–Al Qudra corridor. This strategic route extends from its intersections with Jumeirah Street throughout to its intersections with Emirates Road to Al Qudra Road, serving key residential and development zones with a combined population exceeding two million.”

Al Tayer noted that the project will enhance connectivity across four major transport corridors—Sheikh Zayed Road, Al Khail Road, Sheikh Mohammed bin Zayed Road, and Emirates Road.

The road’s capacity will rise to 16,000 vehicles per hour in both directions, reducing travel time between Jumeirah Street and Al Khail Road from 20 minutes to six.

It will serve areas including Jumeirah, Umm Suqeim, Al Manara, Al Sufouh, Umm Al Sheif, Al Barsha, and Al Quoz.

Six key intersections, 4,100 metres of tunnels and bridges

Al Tayer added that the project will upgrade six major intersections: Jumeirah Street, Al Wasl Street, Sheikh Zayed Road, First Al Khail Street, Al Asayel Street, and Al Khail Road.

Plans include the construction of four bridges and three tunnels, totaling 4,100 metres.

At the Jumeirah Street junction, a tunnel with two lanes in each direction and a signalised junction will be built.

A second two-lane tunnel at Al Wasl Street will facilitate movement from Sheikh Zayed Road to Jumeirah Street. Two bridges will be constructed at Sheikh Zayed Road to eliminate traffic conflicts, and a tunnel at First Al Khail Street will accommodate traffic from Al Barsha to Sheikh Zayed Road.

The stretch between First Al Khail and Al Asayel Streets will be widened to four lanes per direction. At Al Khail Road, two flyovers will be constructed — one linking Al Khail Road with Al Quoz Industrial Area, and another enabling traffic from Umm Suqeim Street to head toward Deira.

The RTA is currently progressing on a 4.6-kilometre stretch between Al Khail Road and Sheikh Mohammed bin Zayed Road.

This includes redeveloping the intersection at Al Barsha South near Kings’ School through an 800-metre tunnel with four lanes in each direction and a surface-level intersection.

The work is over 70 per cent complete and is expected to open in Q3 2025.

Al Qudra Road intersections also set for upgrade

A separate project is also underway to enhance intersections along Al Qudra Road, from Sheikh Mohammed bin Zayed Road to Emirates Road via Sheikh Zayed bin Hamdan Al Nahyan Street. It includes 2,700 metres of bridges and 11.6 kilometres of road widening, cutting travel time from 9.4 to 2.8 minutes.

Key upgrades include a 600-metre, eight-lane bridge at the intersection between Al Qudra Road and the street connecting Arabian Ranches with Dubai Studio City, and a 700-metre, seven-lane bridge at Sheikh Zayed bin Hamdan Al Nahyan Street.

Additional ramps will ensure smoother traffic transitions.

Further developments feature a 500-metre bridge connecting Al Qudra Road with Sheikh Zayed bin Hamdan Al Nahyan Street toward Jebel Ali, and a 900-metre bridge serving traffic headed toward Dubai’s city centre and airport.

Service roads spanning three kilometres will be constructed along both sides of Sheikh Zayed bin Hamdan Al Nahyan Street.

The project also includes the extension of Al Qudra Road from Emirates Road to a key roundabout serving development zones, with additional lanes in both directions.

A new road will be developed in the southern section of the development zone to link it with Emirates Road, alongside increasing lane capacity on both sides of Emirates Road to improve access to neighbouring projects.

Ibrahim Shiuree on the Maldives’ vision for sustainable tourism, GCC growth

Ibrahim Shiuree, CEO and MD of the Maldives Marketing & PR Corporation, outlines how the Maldives is leveraging improved air connectivity, sustainability, and exclusive experiences to attract regional travellers

Neesha Salian
Neesha Salian

01 June, 2025

Ibrahim Shiuree on the Maldives’ vision for sustainable tourism, GCC growth
Image: Supplied

TT

16

With the Maldives consistently ranked among the top luxury destinations globally, Ibrahim Shiuree, CEO and MD of the Maldives Marketing & PR Corporation (MMPRC), plays a key role in spreading awareness of what the destination has to offer. Shiuree is focused on deepening its international footprint while adapting to fast-evolving traveller preferences. At Arabian Travel Market (ATM) 2025, the Maldives showcased one of its largest-ever delegations, further cementing its strategic position in the Middle East travel ecosystem.

In this conversation, he outlines how the Maldives is leveraging improved air connectivity, sustainability, and exclusive experiences to attract more travellers from the GCC — and why the country remains a magnet for investment and repeat visitation from the region’s high-end market.

Tell us about your presence at the recent ATM 2025 in Dubai. How is the Maldives leveraging improved air access, digital innovation, and regional partnerships to strengthen its global tourism footprint?

The Maldives had one of its largest-ever delegations at ATM 2025, with over 230 representatives from 110 tourism companies, including resorts, guesthouses, liveaboards, travel agencies, and airlines. Our consistent and strong presence at ATM Dubai reflects the importance we place on this platform to build industry partnerships and strengthen our global visibility.
During ATM 2025, we also signed several important memorandums of understanding (MoUs) with major airlines like Emirates and Qatar Airways. These agreements focus on enhancing air connectivity through joint marketing efforts and route development strategies. The aim is to tap into their extensive global networks and attract more tourists to the Maldives from key international markets. Additionally, we are using digital platforms and strategic collaborations to amplify our reach. For example, our partnership with Ooredoo enables us to connect with over 150 million customers globally, promoting the Maldives across new and existing markets.
Our efforts are about more than just increasing tourist arrivals. We’re equally focused on elevating the overall visitor experience, diversifying our source markets, and ensuring long-term sustainability in an increasingly competitive global tourism landscape.

The Middle East continues to emerge as a high-potential source market for the Maldives. What specific strategies are you implementing to attract more travellers from GCC countries, and how are you tailoring your offerings to meet their evolving preferences?

The Middle East, particularly the GCC region, continues to be a high-potential and strategically important source market for the Maldives. We’ve been implementing targeted strategies that align with the evolving preferences of GCC travellers, who often seek luxury, privacy, family-friendly experiences, and bespoke services.

As mentioned before, one of our key focuses has been building and strengthening partnerships with major airlines—these collaborations are essential for improving connectivity, increasing flight frequencies, and expanding our reach through coordinated marketing and promotional initiatives. In addition to airline partnerships, we’ve also launched major joint marketing campaigns with leading tour operators in the region, including DNATA. These campaigns help us promote tailored travel packages and exclusive experiences that cater specifically to the interests of Middle Eastern travellers—such as private villas and multi-generational family travel.

Looking ahead, Visit Maldives is committed to strengthening these relationships, diversifying our outreach, and ensuring that our efforts translate into meaningful, sustainable growth. Our strategies have already contributed to many key milestones in positioning the Maldives as the World’s Leading Destination, and we look forward to building on this momentum in the Middle Eastern market.

The Maldives’ unique ‘one island, one resort’ philosophy has become a benchmark for luxury and exclusivity. How does this model align with sustainability goals, and why does it particularly resonate with affluent Middle Eastern travellers?

Our signature “one island, one resort” philosophy is a hallmark of Maldivian luxury — it’s a model that naturally supports our sustainability goals. By design, this concept limits the scale of development on each island, helping to reduce environmental impact and preserve the pristine natural beauty that defines the Maldives.

From a sustainability perspective, having just one resort per island allows for better control over conservation efforts, waste management, and renewable energy integration. Many resorts are deeply committed to environmental stewardship — investing in solar power, coral reef restoration, and marine life protection programmes. At the same time, they actively raise awareness among tourists, encouraging responsible tourism and a deeper connection to the environment.

This model also resonates strongly with affluent Middle Eastern travellers, who often prioritise privacy, exclusivity, and cultural sensitivity. The Maldives delivers all of that — offering private villas, luxurious amenities and bespoke experiences tailored for families and high-end travellers.

Ultimately, the “one island, one resort” concept delivers a unique blend of sustainability, seclusion, and personalised service within a breathtaking natural setting — making it an ideal destination for travellers from the GCC region seeking an unforgettable and meaningful escape.

GCC travellers are increasingly seeking bespoke experiences, wellness, and luxury. How is the Maldives adapting its tourism ecosystem to meet these preferences and create repeat visitation from the Middle East?

The Maldives has long been synonymous with bespoke experiences, wellness, and luxury — and our unique “one island, one resort” concept remains unmatched globally for those seeking an exclusive and indulgent vacation. Over the years, we’ve strategically evolved our tourism ecosystem to align with the refined preferences of high-end travellers, particularly from the Middle East.

Our resorts are deeply focused on delivering luxury through highly personalised services — from pre-arrival preference collection to tailor-made itineraries, private butlers, and around-the-clock service that caters to every need. Middle Eastern guests, who often seek privacy and personalized attention, find this level of service especially appealing.

We also offer a range of ultra-luxurious experiences designed to create unforgettable memories: private sandbank dining under the stars, multi-day yacht charters with personal chefs, seaplane island-hopping adventures, underwater dining in glass-enclosed restaurants, and bespoke cultural immersion tours that showcase Maldivian heritage in an intimate and authentic way.

Wellness is another pillar of our offering. Our resorts feature world-class wellness sanctuaries offering holistic spa treatments, guided meditation sessions, and personalised wellness programs designed to restore and rejuvenate the body and mind.

The Maldives is an experience that lingers long after departure. We are proud to be the top choice for luxury travel globally, and our high repeat visitation rates from the Middle East are a testament to the magic we offer. Once someone experiences the Maldives, they almost always return — drawn back by the beauty, the service, and the unforgettable sense of serenity.

The UAE and wider Middle East are home to sophisticated investors looking for high-yield opportunities. What makes the Maldivian tourism sector ripe for investment right now, and which areas — resorts, infrastructure, eco-tourism — offer the most promise?

The Maldives has always been an attractive destination for discerning travellers — and that same allure extends to investors as well. With our tourism sector continuing to show resilience and steady growth, especially in the premium and luxury segments, the timing is ideal for those looking to explore high-potential opportunities.

We see growing interest from sophisticated investors in the UAE and the wider Middle East, and we welcome that interest. The Maldives offers a stable environment, a strong brand as a world-leading destination, and a clear commitment to sustainability and innovation. There are certainly promising avenues across various areas—be it resorts, infrastructure, or emerging niches like eco-tourism and wellness.

What makes investment in the Maldives unique is the opportunity to be part of a destination that not only delivers strong returns but also values authenticity, sustainability, and long-term partnerships.

How is the Maldives strengthening regional tourism ties with Middle Eastern nations beyond visitor arrivals — perhaps through joint ventures, hospitality training, or innovation hubs?

The Maldives is actively working to deepen its tourism ties with the Middle East — not just in terms of visitor arrivals, but through long-term strategic engagement and multifaceted collaborations. We’ve taken significant steps to build meaningful relationships across the region that go beyond traditional marketing.

For example, we’ve hosted impactful familiarisation (FAM) trips, including a highly successful one with Khalid Al Ameri, a well-known influencer whose storytelling helped showcase the Maldives’ appeal to a broad Middle Eastern audience.

Our strong presence at ATM 2025 also reflected our commitment to the region — with initiatives like the LFC & Maldives-themed taxi campaign in Dubai, and key MoUs signed to enhance air connectivity and promote joint marketing efforts.

Partnerships with influential travel brands have also played a vital role in expanding our reach within the GCC travel market. Looking ahead, we have an exciting lineup of activities planned — including dedicated roadshows, high-impact media and influencer trips, television promotions, and collaborations with popular consumer brands and digital platforms to keep the Maldives top-of-mind for Middle Eastern travellers.

While we haven’t formally launched specific joint ventures or training programmes tailored exclusively for the Middle Eastern market yet, ongoing foreign investment initiatives and large-scale projects like the Maldives Integrated Financial Centre (MIFC) could open doors to deeper hospitality collaboration, talent development, and innovation in the future.

Overall, our vision is clear: we want to build enduring connections, offer value-rich experiences, and ensure that the Maldives remains a preferred, easily accessible, and culturally attuned luxury destination for travellers from the Middle East.

UAE announces fuel prices for June 2025

Super 98 petrol will cost Dhs2.58 a litre

Gulf Business
Gulf Business

31 May, 2025

UAE announces fuel prices for June 2025
Image: Getty Images

TT

16

The UAE fuel price committee has announced petrol and diesel prices for the month of June.

The rates, effective from June 1, are as follows:

Super 98 petrol will cost Dhs2.58 per litre, staying the same as Dhs2.58 in May.

Special 95 petrol will be priced at Dhs2.47 per litre, compared to Dhs2.47 in May.

E-Plus 91 petrol will cost Dhs2.39 per litre, the same as Dhs2.39 in May.

Diesel will be charged at Dhs2.45 per litre, down from Dhs2.52 this month.

The UAE adjusts fuel prices monthly in line with global oil market fluctuations. The country deregulated fuel prices in 2015, linking them to international benchmarks.

Human Garage’s Garry Lineham on stress and the science of “unwinding”

Lineham shares insights into Human Garage’s philosophy, the science behind their signature “unwinding” process, and how alignment isn’t just physical — it’s emotional, chemical, and spiritual too

Gulf Business
Gulf Business

31 May, 2025

Human Garage’s Garry Lineham on stress and the science of “unwinding”
Image: Supplied

TT

16

In a world where stress often feels like a constant companion and true wellbeing seems elusive, meet Garry Lineham, co-founder and head of Human Garage. Based in California, Lineham’s organisation is making global waves with a uniquely human approach to realigning body, mind, and spirit. They blend cutting-edge fascia release techniques with ancient wisdom, empowering individuals to take control of their health and reconnect with their body’s innate healing intelligence. It’s about reimagining wellness, moving beyond just managing symptoms to truly addressing the root causes of imbalance.

Aaron Illathu — on behalf of Gulf Business — spoke to Lineham during his recent trip to Dubai, where he shared insights into Human Garage’s philosophy, the science behind their signature “unwinding” process, and how alignment isn’t just physical — it’s emotional, chemical, and spiritual too. Through Human Garage, Lineham said he and his team aim to restore humanity’s natural flow, one body at a time. Here are some excerpts from the discussion.

How did the Human Garage concept and ‘fascial maneuvers’ originate, particularly in response to your personal health journey?

It started from a place of performance, particularly when my body got “into trouble”. After 20 years of pain, I went into clinical practice and managed to get myself out of pain, but it required three to five treatments a week. When Covid-19 hit, my pain flared up again. I started doing these maneuvers, and at first, it was just about relieving my own pain and being able to do it myself. As I went through a process of unwinding and unraveling trauma and stress, I found the maneuvers consistently reduced my overall stress. I had more space, more desire to laugh, and even experienced emotional breakthroughs. I initially thought I was just fixing mechanical issues, but I soon realised the primary target was stress. This also sowed the seeds for the inception of Human Garage, which I co-founded with Cynthia Leavoy, Jason Van Blerk and Aisha Rodrique.

You mentioned fascial manoeuvers significantly reduce biological stress. Can you elaborate on the impact and the scientific backing for this?

Fascial maneuvers reduce 75 to 90 percent of biological stress in the body within the first 7-10 minutes. We’ve conducted a couple of hundred anecdotal tests, and doctors worldwide have tested it, though official peer review is still pending. The reality is, if you can remove 75 per cent of your stress twice a day, your baseline stress index drops. This increases your capacity to perform, combat issues like hormonal imbalances, improves sleep, and generally enhances measurements of lifestyle. Taking stress out became the core focus.

Human Garage uses social media to engage people. How do you move people beyond seeking quick fixes for single problems towards sustained self-care?

People often look for a quick fix for a single problem, like a knee or an elbow. While fixing a single problem won’t work long-term, it provides immediate pain relief and builds belief in the system. As they experience relief from one pain, they try another maneuver for another. Eventually, they realize the benefit of doing a full 15-minute or 30-minute routine. Our goal is to draw people back to self-care, helping them believe that minor, consistent actions can have long-term, multi-faceted effects.

You have a background in encryption and government data, where information is compartmentalised. How do you see this mirroring the structure of modern healthcare?

In my background, information is compartmentalized so nobody knows the whole picture, allowing control. This is what we’ve done in healthcare. A hundred years ago, your doctor, psychiatrist, oncologist, OBGYN, and physiotherapist might have been the same person. Today, we have over 600 specialties, and more are emerging daily. This over-specialization leads to sending people from one specialist to another, with general practitioners, who navigate these specialists, being the lowest paid and least educated. The model is completely upside down, evidenced by the all-time high rates of dysfunction, disease, and illness.

You stated that no measurement of human health is better today than it was 30 years ago. Can you expand on this?

Indeed. The only thing that was claimed to be better was living longer, but health data was altered 15 years ago by removing infant mortality from the pool, making it appear we were dying younger. We are now officially dying younger. Stress, anxiety, and all kinds of allergies, especially food allergies, are up.

Over half of children today are diagnosed or treated as if they are on a spectrum. If I ask an audience if they or someone in their immediate circle has a chronic illness, 95 per cent raise their hands, which wasn’t true even five years ago. We’re diagnosing symptoms instead of addressing underlying issues.

With half the doctors worldwide having left their stations since 2020, and a massive increase in people seeking help, how does Human Garage address this crisis?

We answer up to a million health questions a month through our social media channel. These aren’t simple questions; they’re about severe conditions like POTS or glioblastoma. People seek answers from us, Google, or ChatGPT (which has become a better diagnostic tool for them) because they can’t get reasonable answers from the traditional system. We don’t claim cures. Our approach is founded on the basic principle that the body heals itself. We help the body heal by giving it a better environment, reducing stress, improving movement, and breathing better.

You mentioned the body is becoming more dehydrated. How does this impact health, and how do fascial maneuvers, along with other practices, address it?

The average person is 60-65 per cent water today, down from 70 per cent 30 years ago, and 80 per cent before that.

Our primary construct is water, which is the conduit for electricity and signaling through the fascia, connecting the nervous system, nerves, glands, and organs. When water and minerals are deficient, the signal cannot be carried properly. Our solutions are simple: mineralis e the body (addressing dehydration), clean up the environment, and move the body.

Fascial maneuvers are simple, non-invasive, and work with the fascia to allow the body to make decisions and move better.

How do emotional and physical trauma become stored in the body, and what does it take to truly release it?

Trauma is the body’s inability to resolve a triangle: an event (physical, emotional, or perceptual insult), an attached emotion (anger, grief, fear), and a story you tell yourself about it. When the body is taken out of stress, I found personally that I could look at the event from a new angle, tell a new story, which affected my emotions, and allowed the trauma to release.

While talk therapy works on the story and emotional regulation on the emotion, the memory of trauma is stored in the fascia. When that connection is broken by factors like heavy metals or dehydration, the memory can’t be resolved.

You have a unique perspective on memory, suggesting it resides in the body rather than just the brain. Can you explain this?

I believe the body is the computer, and the brain is the processor running programs. If the brain just runs the same program over and over, it’s not truly intelligent. The body’s real processing capacity is immense. Consider the detail with which a 112-year-old woman can recall an emotion or smell. The body is the greatest computer. If you forget a phone number, your fingers might remember it on a keyboard. The subconscious and memories are in the body; the brain is just the recall mechanism. The brain is very “trickable”, as seen in magic or advertising, but the body is not.

Can you elaborate on your belief that “we are fascia”?

From conception, a baby begins as a ball of plasma (fascia). All nerves, tendons, glands, organs, and bones grow within and are connected by fascia. It’s the intelligent casing that holds everything together, moves it, and facilitates communication. You can remove every bone, nerve, gland, tendon, or organ, but you cannot remove fascia.

Therefore, I propose that we are fascia. Our organs and systems make no sense without this “house.” Furthermore, I suggest fascia extends into the energy field around us, enabling rapid responses like ducking before the brain is consciously aware of a threat. We need to look at the body in a new way because the current perspective isn’t working.

Have you seen a shift in how mainstream medicine is viewing somatic and fascia-based healing?

Absolutely, they’re flocking to it. Five years ago, few Western medicine doctors followed us; three years ago, a few world-renowned orthopedic surgeons reached out. Today, many more are adopting our methods. Younger doctors, especially, are realising the old ways aren’t working and are using technology to seek better answers, engaging in research as a scientist should.

While Eastern medicine has historically been more inclusive, both Eastern and Western models are failing, prompting practitioners to look for new solutions. We estimate about a million practitioners globally are now prescribing fascial maneuvers daily, with a growing number being medical-related. Our recent tour across 11 countries and 40 events confirms this shift in engagement.

Can you share a transformative story that particularly sticks in your mind?

I was just working with actress Eva Longoria recently, and ex-footballer David Beckham also called us to work with him. I publish these transformations on social media to give people belief that it can happen, but I’m careful not to imply that I’m the only one who can do it. This whole thing is not about me. I want to do less and less of it. I love when people take care of themselves.

Even if a practitioner can only do 80 per cent of what I do, it’s better to have millions doing 80 per cent than just me doing 100 per cent. I’ve even had people offer me hundreds of thousands of dollars to fly and see them, but I typically decline unless they are committed to helping others and sharing the information. That’s worth more to me than the money.

What is the biggest challenge in getting people to believe in your approach, given that it sounds intellectually difficult to grasp?

If I explain it intellectually, it sounds hard to believe. That’s why I don’t do that. Instead, I get people to do it. When you feel the change in your body instantaneously – like feeling taller or straighter after a maneuver – it’s hard to deny. You can argue logic, but feeling is undeniable.

I want people to develop their own belief because if it’s my belief system, they’ll never contribute back to the whole. The days of gurus are gone. I’m on my own journey, inspiring others, and sharing information openly. Fascial maneuvers intellectual property is free and open-source because we want to reach people fast.

Read: The future of workplace wellbeing: Bupa Global’s Dean Pollard shares insights

More news in insights