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‘Performance is nothing without recovery’, says Dr Elie Abirached

In a world obsessed with constant output, people forget that adaptation only happens in recovery, says Dr Abirached

Neesha Salian
Neesha Salian

17 November, 2025

‘Performance is nothing without recovery’, says Dr Elie Abirached
Image: Supplied

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In a world obsessed with constant output, Dr Elie Abirached, the well-known longevity and healthy ageing strategist, Harvard Alum and creator of Limitless Human, argues that the secret to long-term performance isn’t harder work — it’s smarter recovery. His new book, also titled Limitless Human, translates elite performance principles for a broader audience, challenges conventional narratives around health, wellbeing, and executive success.

From sleep and nutrition to cognitive optimisation and periodised stress, Dr Abirached outlines how leaders and athletes alike can sustain peak function over time, proving that longevity isn’t just about adding years, but preserving quality, clarity, and resilience at every stage of life.

Here, he shares his insights on the all the key angles related to longevity, performance and recovery.

Your new book translates the principles of performance and longevity to a broader audience. What is the single most overlooked or misunderstood pillar of true longevity that you had to highlight in the book, and how does your core philosophy challenge the conventional, often simplified, narrative of health and wellbeing?

The most overlooked pillar of longevity is recovery. In a world obsessed with constant output, people forget that adaptation only happens in recovery. My book reframes longevity as the ability to sustain peak function across time, not just add years.

In the Middle East especially, where comfort has become the cultural default, I highlight the biological importance of controlled stress (heat, cold, fasting, breathwork, movement) to trigger hormesis.

My core philosophy is built around the SDRT method: ‘Strain, Defend, Recover, Thrive’. Longevity is not a supplement or a protocol. It is the intelligent alternation between stress and repair that allows the body and mind to remain adaptable.

High-achieving leaders often see sleep and recovery as a trade-off for productivity. What is the non-negotiable minimum sleep strategy you teach C-suite executives to optimise cognitive function and memory consolidation, and how do you convince them that rest is a performance accelerator, not an expense?

I tell executives that sleep is the single most powerful natural performance enhancer available today. The non-negotiable strategy is to prioritise 90-minute sleep cycles, with a minimum of five full cycles per night. Deep sleep in the early part of the night drives physical repair and hormonal balance, while REM sleep later consolidates memory and emotional regulation.

To shift their mindset, I show them data – from continuous glucose monitoring to HRV – that demonstrates how poor sleep directly lowers decision-making quality and emotional control. Once they see that rest improves revenue-driving performance metrics, they start treating it as an investment rather than downtime.

For the high-pressure environments your clients operate in, what is your most critical advice on nutritional strategy for maintaining sustained energy, focus, and resilience? Can you discuss a specific dietary element or micronutrient you find is universally lacking, or too high, among leaders and why it impairs their performance?

The most critical advice I give is to eat for stability, not stimulation. Most executives fuel themselves for short-term alertness – caffeine spikes, refined carbs, energy drinks – then crash mid-day. I teach them to stabilise glucose through protein-dominant, low-glycaemic meals supported by magnesium, omega-3s, and trace minerals.

In the GCC, I consistently see low magnesium and omega-3 levels, paired with excess refined carbohydrate intake. This combination promotes inflammation, poor sleep, and mental fatigue. Nutrition should modulate energy, not chase it.

The field of nootropics is booming. How do you help leaders navigate this complex space, and what is your current stance on the most evidence-based pharmacological or natural cognitive enhancer that offers a meaningful, sustainable boost to decision-making or stress management without compromising long-term health?

The first rule I teach is that a nootropic cannot fix a poor lifestyle. I categorise cognitive enhancers into three layers: foundational (sleep, movement, hydration), natural (adaptogens like ashwagandha, rhodiola, L-theanine), and clinical (peptides, NAD+, low-dose nootropics under medical guidance).

Among the safest and most evidence-based enhancers is L-theanine paired with caffeine, which sharpens focus without overstimulation. I also use medical-grade compounds such as Semax and Selank, which improve neuroplasticity and stress resilience. The goal is sustainability – sharper cognition today without compromising tomorrow’s brain health.

You work with both executives and elite athletes. From a longevity and anti-aging perspective, what is the key physiological or mental distinction between athletes who maintain elite output into their late 30s and 40s and those who hit a permanent performance ceiling? How do you apply this “athlete’s longevity secret” to the demands of the boardroom?

The athletes who stay elite longer understand adaptation management. They know when to push and when to recover. They use data – HRV, VO2max, sleep quality – to fine-tune intensity. The others burn out because they chase constant performance without recovery. I teach executives the same principle: the brain is another “muscle”.

The key to longevity in leadership is cyclic intensity, not chronic exertion. Schedule stress. Schedule recovery. Just like athletes, leaders must periodise their weeks for performance and restoration.

Personal wellbeing is one thing, but how does the optimisation of an executive’s health state directly translate into the success and measurable ROI of an entire organisation? What is the single most difficult habit or mindset shift you consistently encounter when translating your book’s principles into non-negotiable, daily routines for your high-achieving clients?

When leaders optimise their biology, organisations optimise their culture. Improved metabolic health, sleep, and emotional resilience lead to better strategic thinking, empathy, and energy regulation – qualities that scale down through teams. The ROI is measurable in productivity, retention, and healthcare costs.

The most difficult shift I see is breaking the belief that exhaustion equals achievement. Longevity-driven performance requires restraint, not overextension. Once executives internalise that, they lead with clarity and create sustainable success cultures rather than burnout cycles.

10 minutes to Palm Jumeirah: Dubai’s first crewed taxi flight takes off

The aerial taxi can carry four passengers along with a pilot, delivering reliable and comfortable air travel with vertical take-off and landing capabilities

Gulf Business
Gulf Business

16 November, 2025

10 minutes to Palm Jumeirah: Dubai’s first crewed taxi flight takes off
Image credit: Dubai Media Office/Website

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Dubai set a new global benchmark in advanced transportation with the successful completion of the first-ever crewed electric vertical take-off and landing (eVTOL) aerial taxi flight between two distinct points in the UAE. The achievement, accomplished by the Roads and Transport Authority (RTA) in partnership with Joby Aviation, underscores the emirate’s accelerating ambition to become the world’s leading hub for innovative, sustainable, and future-ready mobility solutions.

The pioneering electric aerial taxi flight departed from the Dubai Jetman Helipad in Margham and landed 17 minutes later at Al Maktoum International Airport (Dubai World Central). Coinciding with the Dubai Airshow 2025, the operation also makes Joby the first company worldwide to fly a crewed eVTOL aircraft between two separate locations in the UAE, according to a WAM report. This milestone places Dubai squarely at the forefront of the race to commercialise advanced aerial mobility.

Read more-Abu Dhabi charts the skies: UAE builds global model for air taxi rules

Adding momentum to the achievement, RTA announced major progress on the infrastructure required to support aerial taxi operations. Skyports Infrastructure, a UK-based company specialising in advanced aerial mobility facilities, has completed 60 per cent of the construction of the first eVTOL vertiport in the Emirate, located near Dubai International Airport (DXB). This vertiport, which has now reached its highest structural point, is the first of its kind globally and will serve as a cornerstone of Dubai’s aerial mobility network.

Image credit: Dubai Media Office/Website

The vertiport spans four floors and covers a total area of 3,100 square meters.

It includes multiple vehicle parking levels, take-off and landing pads, designated zones for charging and taxi parking, and fully air-conditioned passenger facilities. Designed to international safety standards, the vertiport is projected to handle approximately 42,000 aerial taxi landings annually and accommodate around 170,000 passengers per year. Skyports Infrastructure will lead design, construction, and operations, while RTA will govern overall system integration.

To expand this network, RTA has also signed agreements with Emaar Properties, Atlantis The Royal, and Wasl Asset Management Group to create additional vertiports embedded within their real estate developments. These strategic locations will form four interconnected hubs, shaping the launch network planned for 2026.

Dubai leadership charts a vision for the future of mobility

Mattar Al Tayer, director general and chairman of the board of executive directors of the RTA, described the successful first crewed eVTOL flight as a landmark moment in Dubai’s ongoing pursuit of transport innovation. He emphasised that the achievement reflects the forward-thinking vision of Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister, and Ruler of Dubai. Sheikh Mohammed’s goal is to position Dubai as the world’s best city in quality of life and the most prepared for the smart, sustainable mobility systems of the future.

Al Tayer further highlighted that the milestone is aligned with the directives of Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence, and Chairman of the Executive Council of Dubai. Sheikh Hamdan’s focus on innovation and advanced technological adoption is central to establishing Dubai as a global leader in mobility solutions designed to serve humanity.

According to Al Tayer, Joby Aviation’s successful flight between two distinct points validates the strength of RTA’s operational framework for aerial mobility and proves the system’s readiness to operate in shared airspace. He said this accomplishment will initiate a new phase of integration between smart mobility systems across the emirate and reinforce the trust of global partners in Dubai’s regulatory and technological environment.

Image credit: Dubai Media Office/Website

Infrastructure progress expands connectivity vision

In addition to the progress on the primary vertiport, Al Tayer noted the importance of the three new agreements that will further expand Dubai’s network of vertiports. He said this coordinated expansion will enable exceptional air mobility services for residents and visitors, while enhancing connectivity between business districts, key urban areas, tourist landmarks, and high-traffic zones.

He added that Dubai’s infrastructure and regulatory readiness, developed through close collaboration with the General Civil Aviation Authority (GCAA), Dubai Civil Aviation Authority (DCAA), and Dubai Air Navigation Services (DANS), make the emirate well-positioned to adopt aerial mobility technologies at scale. These collective efforts lay the foundation for the commercial launch of aerial taxi services in 2026.

The system is expected to transform travel efficiency. For example, the typical 45-minute road journey from Dubai International Airport to Palm Jumeirah could be completed in about 10 minutes via aerial taxi. Al Tayer emphasised that the new service will integrate seamlessly with current public transport modes and individual mobility solutions such as electric scooters and bicycles, delivering a smooth multimodal experience for commuters.

“RTA is steadily progressing towards the commercial launch of the aerial taxi service in 2026,” he said. “This solidifies Dubai’s position as the city of the future and a global hub for innovative and sustainable urban mobility solutions.”

Joby Aviation advances towards passenger flights in 2026

Joby Aviation founder and CEO JoeBen Bevirt praised the collaborative environment in Dubai, stating that the company is making strong progress across all aspects of its development, from flight demonstrations to infrastructure readiness. He attributed this momentum to the close cooperation between Joby, RTA, government agencies, and infrastructure partners.

Bevirt described the Dubai initiative as key to realising the broader vision of making urban air transport a part of everyday life. He said the team is “closer than ever” to enabling residents and visitors across the UAE to experience advanced aerial mobility.

Joby’s eVTOL aircraft features six rotors, four battery packs, and is capable of a range of up to 160 kilometres. With a top speed of 320 kilometres per hour, the aircraft operates on electric power and produces no harmful emissions. Its quiet operation, significantly quieter than conventional helicopters, makes it ideal for urban environments. The aerial taxi can carry four passengers along with a pilot, delivering reliable and comfortable air travel with vertical take-off and landing capabilities that reduce space requirements at stations.

Joby Aviation continues to accelerate its flight testing and operational evaluations in Dubai. Earlier testing phases took place in Margham, where the company conducted a series of crewed eVTOL flights. These tests were performed in partnership with RTA, the DCAA, GCAA, and DANS, ensuring that evaluations reflected Dubai’s unique environmental conditions.

Heat, wind, and other local climate factors remain essential variables in certifying the aircraft for regional operations. The results of these tests confirmed the aerial taxi’s performance capabilities and strengthened the roadmap for full commercial deployment.

The company has planned a regular schedule of additional trials and public demonstrations leading up to 2026, reinforcing Dubai’s ambition to be the first city globally to make advanced aerial mobility a reality.

Building the foundation for the 2026 route network

The vertiport network under construction will form the backbone of Dubai’s 2026 aerial taxi launch. In addition to the flagship vertiport near DXB, three additional vertiports will be built in partnership with major Dubai developers.

A vertiport located at the Zabeel Dubai Mall parking area, managed by Emaar Properties, will support the world’s leading shopping and entertainment destination, which attracted nearly 111 million visitors in 2024. Designed to integrate seamlessly into Dubai Mall’s high-volume traffic flow, the vertiport will provide direct links to iconic destinations such as the Burj Khalifa.

The second vertiport will be developed at Atlantis The Royal on Palm Jumeirah. Positioned at one of Dubai’s most recognisable hospitality landmarks, this location provides immediate access to beachfront destinations, restaurants, and entertainment venues in the Palm Jumeirah district.

The third vertiport will be built at the American University in Dubai parking area in Dubai Marina, under Wasl Asset Management Group. With its close proximity to Dubai Internet City and several residential and commercial zones, this vertiport will connect a major entertainment and residential hub to key economic districts.

Together, these vertiports will establish a citywide network capable of supporting fast, quiet, zero-emission aerial taxi travel, creating a foundational route map for the 2026 launch.

Why fractional leadership is the next strategic advantage for Dubai founders

Fractional leadership gives founders the ability to import expertise without importing fixed costs

Zaid Aboobaker
Zaid Aboobaker

16 November, 2025

Why fractional leadership is the next strategic advantage for Dubai founders
Image: Supplied

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Dubai is a magnet for founders. Ask any entrepreneur why they chose this city, and you’ll hear the same words: opportunity, access, ambition. With its transparent regulations, world-class infrastructure, and gateway to regional markets, Dubai is built for business.

But here’s the twist: while the runway is long, many international ventures still stall before take-off. The reason? It’s not the market; it’s the model.

Vision versus structure

Founders who land in Dubai are often visionaries. They’re brilliant at spotting opportunity, building relationships, and moving fast. That energy drives market entry, but it doesn’t always sustain growth.

We’ve seen it time and again. A promising startup enters the market with momentum, only to run out of cash within 18 months due to poor forecasting. Foreign founders build strong local partnerships but get tripped up by VAT, licensing, or compliance issues.

Professional services firms launch at speed but struggle to scale because the systems they need aren’t in place. These aren’t failures of ambition — they’re failures of structure.

Dubai doesn’t reject these businesses. They arrive with vision — but without the operational backbone to support it.

In international markets, a scale-up might hire a CFO or COO early to embed financial discipline. In Dubai, however, many founders delay these hires due to the associated costs. Others try to copy-paste HQ processes — only to find they don’t translate locally.

This mismatch explains why so many international startups quietly exit the market after two or three years. They didn’t lack opportunity; they lacked the right operating model for this environment.

Enter fractional leadership

Until recently, part-time or fractional leadership wasn’t even an option in the UAE. Visa rules required full-time employment. But that changed with freelance licensing, long-term residency programmes, and the Golden Visa.

Now, founders can access senior finance, operations, or strategy professionals on a fractional basis — bringing in the expertise they need without the full-time overhead. This isn’t just cost-cutting. It’s a structural shift. It enables founders to operate as if they have a full C-suite from day one, scaling to match their growth curve.

Fractional leadership brings calm, clarity, and credibility — exactly when founders need it most.

The numbers don’t lie

According to the World Union of Arab Bankers, 94 per cent of Dubai companies are SMEs, employing 86 per cent of the private workforce. In 2024, new business licenses rose by 25 per cent, driven by tech and professional services. But survival rates lag behind ambition. A significant percentage of international entrants fold within 36 months.

The gap isn’t market access. It’s execution. And execution requires systems, not just vision.

If you’re entering Dubai — or already scaling here and scaling — don’t mistake a friendly market for guaranteed success. The UAE is uniquely welcoming to entrepreneurs, but that welcome doesn’t replace the need for strong foundations.

Fractional leadership gives founders the ability to import expertise without importing fixed costs. It’s a model that reflects Dubai itself: flexible, fast-moving, and built for growth.

Zaid Aboobaker is the founder and CEO of CompassPoint Consulting.

ATRC’s Dr Mae Almansoori on why Abu Dhabi is betting big on STEM

Economies that invest in STEM gain more than skilled workers; they create ecosystems where knowledge drives innovation, and innovation promotes enterprise

Dr Ing - Mae Almansoori
Dr Ing - Mae Almansoori

15 November, 2025

ATRC’s Dr Mae Almansoori on why Abu Dhabi is betting big on STEM
Image: Supplied

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Across much of the world, a quiet crisis is unfolding. Countries are struggling to equip their young people with the skills needed to thrive in a world shaped by artificial intelligence (AI), automation, and advanced engineering. Employers cite talent shortages in critical sectors, while universities report a decline in interest in core scientific disciplines.

As the OECD notes, “today’s education systems were established more than a century ago and were not designed to develop the knowledge and skills required for 21st-century life.”

The consequences are already evident. According to the World Economic Forum (WEF), 63 per cent of employers identify skills gaps as the most significant barrier to business transformation, and less than half believe current education systems are preparing talent for the future.

This is not just an economic problem. It is a strategic one. Countries like the UAE are prioritisng the development of a generation of local talent primed to lead in high-impact fields. Without more substantial alignment between education and workforce needs, nations risk falling short of their ambitions to become global innovation hubs. Investing in science, technology, engineering, and mathematics (STEM) is therefore not optional. It is the foundation for economic resilience, technological leadership and long-term sovereignty in critical sectors.

While many governments are still debating how to bridge this skills gap, Abu Dhabi has moved decisively from diagnosis to implementation. The emirate has launched a comprehensive strategy to embed AI across all public services by 2027. Supported by Dhs13bn, the Abu Dhabi Government Digital Strategy encompasses the deployment of over 200 AI-powered solutions, the complete automation of government processes, and the development of a sovereign cloud infrastructure.

Crucially, it pairs this technological transformation with talent development through programs such as AI for All, ensuring that digital progress is matched by national capability.

This is already visible in the classroom. Across the UAE, students are learning to program autonomous systems, apply machine learning, and experiment with robotics, skills once confined to postgraduate labs. The A2RL STEM Competition, for example, challenges high school and university students to design and code self-driving cars.

The value lies not in the spectacle, but in the steady, structured effort to turn theory into application and curiosity into capability. The UAE is also among the first countries to introduce AI as a formal subject to its national curriculum, from kindergarten through to Grade 12, ensuring every student graduates with a foundational understanding of emerging technologies and the confidence to apply them.

Global labor trends underscore the urgency of this effort. The WEF’s Future of Jobs Report 2025 predicts that AI will displace 92 million jobs globally, while creating 170 million new ones — many in roles such as AI and machine learning specialists, autonomous vehicle engineers, and data analysts.

The objective, therefore, is not simply to produce more coders or engineers, but to cultivate a generation that can think computationally, navigate complexity, and adapt to technologies that have yet to be invented. Abu Dhabi’s focus on STEM education and applied research reflects this shift from short-term training to long-term capability building.

That shift is also reflected in the data. UNESCO reports that over 30 per cent of UAE graduates are earning degrees in STEM fields. More strikingly, 61 per cent of those graduates are women, compared to 57 per cent across the rest of the Arab world. This progress underscores how a well-designed education strategy can advance both competitiveness and inclusion.

To build an actual knowledge economy, education systems must do more than deliver qualifications. They must reward experimentation, foster critical thinking and connect learning to real-world challenges. That means equipping students not only with technical skills, but with the mindset to question, adapt and lead.

STEM is not a quick fix, but it is a reliable foundation. Economies that invest in it gain more than skilled workers; they create ecosystems where knowledge drives innovation, and innovation promotes enterprise. In Abu Dhabi, this alignment is becoming increasingly visible in efforts to accelerate the commercialization of research. The aim is to transform scientific discoveries into technologies, startups, and intellectual property that directly contribute to growth. This is part of a broader strategy to future-proof the economy by ensuring that research does not remain in the lab, but reaches the market through local talent and national infrastructure.

The next breakthrough in energy, healthcare or mobility may well come from this region. Not by chance, but by design, through sustained investment in the people and ideas that will define the future.

Dr Mae Almansoori is director of R&D Talent Enablement at the Advanced Technology Research Council (ATRC).

Top 100 Indians 2025

Gulf Business presents 100 of the most recognised Indian business leaders in the UAE and beyond: an alphabetical showcase of visionaries

Gulf Business
Gulf Business

14 November, 2025

Top 100 Indians 2025

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Indian influence runs through every major sector — from healthcare and education to construction, retail, finance, and technology. Indian-founded and led enterprises have become powerhouses, shaping industries and creating thousands of jobs.

In this special feature, Gulf Business presents 100 of the most recognised Indian business leaders in the UAE and beyond: an alphabetical showcase of visionaries whose innovation and leadership continue to define the business landscape. The list celebrates achievements across economic contribution, influence, expansion, and community impact.

Adel Sajan

Adel Sajan

MD, Danube Group
Adnan Chilwan

Adnan Chilwan

Group CEO, Dubai Islamic Bank (DIB)
Alisha Moopen

Alisha Moopen

MD and Group CEO, Aster DM Healthcare
Amit Jain

Amit Jain

Member of Corporate Office, Emaar
Dr Ali Asgar Fakhruddin

Dr Ali Asgar Fakhruddin

Chairman and CEO, Sterling Perfumes
Anand Nair

Anand Nair

Founder and managing partner, Macwise Capital
Anurag Chaturvedi

Anurag Chaturvedi

CEO, Andersen UAE
Ashish Koshy

Ashish Koshy

CEO, Inception
Ashish Mehta

Ashish Mehta

Founder and managing partner, Ashish Mehta & Associates
Ankur Aggarwal

Ankur Aggarwal

Founder and chairman, BNW Developments
Ashish Vijay

Ashish Vijay

Chairman and founder of the House of Ashish Vijay
Avi Bhojani

Avi Bhojani

Group CEO, BPG Group
Avinash Babur

Avinash Babur

Founder and CEO, InsuranceMarket.ae
Atif Rahman

Atif Rahman

Founder and chairman, ORO24 Developments
Dr Azad Moopen

Dr Azad Moopen

Founder and chairman, Aster DM Healthcare
Dr B Ravi Pillai

Dr B Ravi Pillai

Founder and chairman, RP Group
Bally Singh

Bally Singh

Chairman, Hoko Agency
Bharat Bhatia

Bharat Bhatia

Founder and CEO, Conares
Bindu Suresh Chettur

Bindu Suresh Chettur

Founder and MD, Chanakyatse Consultancy
Bal Krishen

Bal Krishen

Chairman and CEO, Century Financial
Dr Birbal Singh Dana

Dr Birbal Singh Dana

Chairman and MD, Dana Group
Deepak Babani

Deepak Babani

Former vice chairman, Eros Group; and MD, Satguru Holdings
Dhananjay Datar

Dhananjay Datar

Chairman and MD, Al Adil Trading
Dileep Kumar

Dileep Kumar

Founder and chairman, Heilbronn Properties
DIV TURAKHIA

DIV TURAKHIA

Serial tech entrepreneur and founder, ai.tech
Div Turakhia

Div Turakhia

Serial tech entrepreneur and founder, ai.tech
Dyuti Parruck

Dyuti Parruck

CEO, Decisive Zone
Faizal Kottikollon

Faizal Kottikollon

Founder and chairman, KEF Holdings
Firoz Merchant

Firoz Merchant

Founder and chairman, Pure Gold Jewellers
Harish Prithvi

Harish Prithvi

COO, AIX Investment Group
Dr Harmeek Singh

Dr Harmeek Singh

Founder and chairman, Plan b Group
Harish Tahiliani

Harish Tahiliani

MD, Arab & India Spices
Jayant Lal Ganwani

Jayant Lal Ganwani

Vice chairman and CEO, Lals Group
Jayesh Patel

Jayesh Patel

CEO, Wio Bank
Joy Alukkas

Joy Alukkas

Chairman and MD, Joyalukkas Jewellery
John Paul Alukkas

John Paul Alukkas

MD, International Operations, Joyalukkas
K P Basheer

K P Basheer

Kamal Puri

Kamal Puri

Founder, Skyline University College (SUC)
Kamal Vachani

Kamal Vachani

Group director and partner, Al Maya Group
Kami Viswanathan

Kami Viswanathan

President, FedEx MEISA
Karim Merchant

Karim Merchant

MD and CEO, Pure Gold Group
Kabir Mulchandani

Kabir Mulchandani

Chairman and Chief Executive, FIVE Holdings
Kiran Asher

Kiran Asher

Founder and group MD, Al Ansari Global Trading Enterprise
L T Pagarani

L T Pagarani

Chairman, Choithram & Sons
M A Yusuff Ali

M A Yusuff Ali

Manish Patel

Manish Patel

MD, Geap Group
Mohan G Valrani

Mohan G Valrani

Co-founder and vice chairman, Al Shirawi Group; and chairman, Arcadia
Naresh Kumar Bhawnani

Naresh Kumar Bhawnani

Founder and chairman, West Zone Group
Navin Valrani

Navin Valrani

Vice chairman and group MD, Al Shirawi Group; and CEO, Arcadia
Neelesh Bhatnagar

Neelesh Bhatnagar

Founder and MD, NB Ventures
Navneet Mandhani

Navneet Mandhani

Founder and CEO, Karma Developers
Nilesh Ved

Nilesh Ved

Chairman and CEO Apparel Group
P N C Menon

P N C Menon

Founder, Sobha Group
Paras Shahdadpuri

Paras Shahdadpuri

Founder and chairman, Nikai Group of Companies
Peyush Bansal

Peyush Bansal

CEO, Lenskart
Poonam Bhojani

Poonam Bhojani

CEO, Innoventures Education
Raj Rana

Raj Rana

CEO, Citymax Hotels and Foodmark
Rajen Kilachand

Rajen Kilachand

Chairman and president, Dodsal Group
Ramesh Cidambi

Ramesh Cidambi

Managing director, Dubai Duty Free
Rahul Singh

Rahul Singh

Managing Director, Car Rental Division, AA Al Moosa Enterprises
Ramesh Prabhakar

Ramesh Prabhakar

Vice chairman and managing partner, Rivoli Group
Ramesh Ramakrishnan

Ramesh Ramakrishnan

Chairman, Transworld Group
Ravi K Ranjan

Ravi K Ranjan

Founder, Velocity1
Renuka Jagtiani

Renuka Jagtiani

Chairwoman and CEO, Landmark Group
Rishi Kapoor

Rishi Kapoor

Vice chairman and CIO, Investcorp
Rizwan Sajan

Rizwan Sajan

Founder and chairman, Danube Group
Sameer Lakhani

Sameer Lakhani

MD, Global Capital Partners
Sanjay Raghunath

Sanjay Raghunath

Chairman and MD, Centena Group
Satish Sanpal

Satish Sanpal

Chairman, Anax Holdings
Shailesh Dash

Shailesh Dash

Founder and mentor, Dash Venture Labs
Shaji Ul Mulk

Shaji Ul Mulk

Founder and chairman, Mulk Holdings
Shamlal Ahamed

Shamlal Ahamed

MD, International Operations, Malabar Gold & Diamonds
Dr Shamsheer Vayalil

Dr Shamsheer Vayalil

Founder and chairman, Burjeel Holdings
Dr Shanila Laiju

Dr Shanila Laiju

Group CEO, Medcare Hospitals & Clinics
Shitij Kapoor

Shitij Kapoor

CEO and founder, Luxury Concierge Real Estate (LCRE)
Shyam Bhatia

Shyam Bhatia

Chairman, Alam Steel Group
Siddharth Balachandran

Siddharth Balachandran

Executive chairman and CEO, Buimerc Corporation
Siddeek Ahmed

Siddeek Ahmed

Chairman and MD, Eram Holdings
Sima Ved

Sima Ved

Founder and chairwoman, Apparel Group
Sohan Roy

Sohan Roy

Founder, chairman and CEO, Aries Group
Sunil John

Sunil John

Founder, ASDA'A BCW and former president - ME BCW, now senior advisor, Stagwell
Sunil Kaushal

Sunil Kaushal

Global co-head CIB, CEO, ASEAN & South Asia, Standard Chartered
Sunil Kumar

Sunil Kumar

CEO, Spinneys
Sunil Vaswani

Sunil Vaswani

Chairman, Stallion Group
Sunny Varkey

Sunny Varkey

Founder and chairman, GEMS Education
Surender Kandhari

Surender Kandhari

Chairman and founder, Al Dobowi Group
Suresh Kumar

Suresh Kumar

Founding chairman, IBPC Dubai
Syed M Salahuddin

Syed M Salahuddin

MD, ETA Ascon Star Group
Tariq Chauhan

Tariq Chauhan

Group CEO, EFS Facilities Services
Dr Thumbay Moideen

Dr Thumbay Moideen

Founder president, Thumbay Group
Tony Jashanmal

Tony Jashanmal

Group president, Jashanmal Group
V Shankar

V Shankar

CEO, Gateway Partners
Vardaraj (Raj) Shetty

Vardaraj (Raj) Shetty

Founder and chairman, Ramee Group of Companies
Vasu Shroff

Vasu Shroff

Chairman, Regal Group
Vidya Chhabria

Vidya Chhabria

Chairperson, Jumbo Group
Vivek Oberoi

Vivek Oberoi

Co-founder and MD of BNW Developments
Yogesh Mehta

Yogesh Mehta

Founder and Chairman, Petrochem Middle East
Dr Zulekha Daud

Dr Zulekha Daud

Founder and chairperson, Zulekha Healthcare Group
Zanubia Shams

Zanubia Shams

Co-chairperson, Zulekha Healthcare Group
Zubin Karkaria

Zubin Karkaria

Founder and CEO, VFS Global

UAE airlines step up: Flexible awards, faster data, and smarter travel experiences

Saver Award seats can now be redeemed across Etihad’s rapidly expanding global network and more than 26 partner airlines

Nida Sohail
Nida Sohail

14 November, 2025

UAE airlines step up: Flexible awards, faster data, and smarter travel experiences
Image credit: Etihad/Website

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Etihad Airways’ award-winning loyalty programme, Etihad Guest, has taken a major step forward in enhancing member experiences by offering unmatched flexibility and transparency in redeeming miles. The airline has announced that every seat can now be purchased with miles, a significant shift from previous restrictions, and introduced a rebrand of its GuestSeat awards to the ‘Saver Award’. This new structure provides members with a low starting redemption price while offering different layers of flexibility, ensuring members can tailor their travel to their unique preferences and needs.

Mark Potter, MD of Etihad Guest, emphasised the programme’s commitment to rewarding loyalty: “Etihad Guest is designed to reward loyalty, and these changes ensure our members enjoy even greater flexibility and transparency when redeeming their miles. Saver Award seats highlight the exclusive value our members deserve, with more ways to tailor their travel to their needs and flexibility across every seat.”

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The rebrand is intended to make the award system more intuitive and relatable for members, enabling them to recognise the exclusive value of booking seats at fixed mileage rates. Saver Award seats remain available exclusively to Etihad Guest members, offering exceptional value by ensuring access to every seat at fixed redemption rates, an Etihad media report said.

In addition to improved transparency, these updates expand the programme’s reach. Saver Award seats can now be redeemed across Etihad’s rapidly expanding global network and more than 26 partner airlines, the largest frequent flyer network among non-allied carriers.

The network will soon include Hong Kong Airlines, following a partnership signed just last week when Etihad launched its new route from Hong Kong to Abu Dhabi. This expansion underscores Etihad’s ambition to provide seamless, worldwide access to its members.

Further aligning with Etihad’s commercial fares, the programme now allows members to select fully refundable award tickets, adding a layer of flexibility previously unavailable. Members can also earn Tier Miles on Comfort and Deluxe fare redemptions, ranging from 25 per cent up to 50 per cent across all cabins, accelerating progression through the Etihad Guest tiers. These enhancements aim to make loyalty rewards more tangible and practical for frequent travelers.

Etihad has also expanded its premium offerings. Members booking Business Comfort and Business Deluxe awards now enjoy complimentary Etihad Chauffeur services anywhere within the UAE, regardless of tier status. Moreover, UAE-issued co-branded credit card vouchers are now redeemable across all fare brands, increasing the value proposition for UAE residents and offering additional opportunities to travel and redeem rewards.

flydubai Accelerates Digital Transformation

While Etihad Guest enhances loyalty experiences, flydubai, the Dubai-based carrier, is pushing forward in digital transformation with the launch of its Modern Airline Retailing (MAR) Platform, supported by a newly established co-located data centre. This development represents one of the most significant technology upgrades in the airline’s history, providing a robust foundation for faster, more efficient, and more flexible operations.

The MAR platform manages critical functions including bookings, ticketing, and check-in, and has been completely rebuilt on a hybrid cloud infrastructure. This upgrade aligns flydubai with the latest Modern Airline Retailing (MAR) framework, a global standard in airline digital operations. The results are clear: transactions now operate 40 per cent faster, and data processing has improved by 45 per cent, enabling the airline to respond more quickly to passenger needs and market demands.

Mohammed Hareb AlMheiri, chief Procurement & Technology officer at flydubai, emphasised the strategic impact: “This milestone marks an important step in our digital transformation journey. It’s about building agility, scalability, and intelligence into the heart of our operations; empowering us to deliver business outcomes faster, create richer customer experiences, and accelerate our journey toward digital retailing.”

The platform also enhances security, operational reliability, and visibility across all processes, giving flydubai a stronger foundation to integrate emerging technologies in the future. By modernising its infrastructure, the airline positions itself for continued growth while maintaining efficient, connected, and customer-focused travel experiences.

The digital upgrade reflects flydubai’s broader commitment to innovation, improving the efficiency of day-to-day operations while setting the stage for enhanced passenger experiences. The hybrid cloud foundation ensures that the airline can scale operations, innovate rapidly, and maintain resilience in an industry increasingly reliant on digital capabilities.

UAE airlines lead on customer-focused innovation

Taken together, Etihad Guest’s loyalty programme overhaul and flydubai’s technological transformation highlight how UAE carriers are innovating across both customer experience and operational excellence. Etihad’s focus on flexibility, transparency, and value complements flydubai’s investment in digital retailing and hybrid cloud infrastructure. These efforts reflect a larger trend in the UAE aviation sector, which is increasingly prioritising agility, efficiency, and passenger-centric offerings.

By enhancing both the tangible and digital aspects of air travel, these airlines are setting new benchmarks for service and convenience. Etihad provides expanded opportunities for rewards and travel flexibility, while flydubai ensures that operational systems are modernized to support faster, more reliable, and customer-focused interactions.

Together, these initiatives illustrate a strategic alignment: UAE airlines are leveraging both loyalty innovation and digital modernization to strengthen their competitive position and improve passenger satisfaction. Travelers can now enjoy a more rewarding, efficient, and connected experience, whether through redeeming miles with Etihad or interacting with flydubai’s fast, cloud-enabled platforms.

As the UAE aviation market continues to grow, the integration of innovative loyalty programmes with advanced digital infrastructure positions these carriers to lead the region in both customer engagement and operational excellence.

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