The UAE’s Artificial Intelligence (AI) market is forecast to reach Dh170bn ($46.33bn) by 2030, according to data from Grand View Research (GVR), underscoring the country’s growing role in the Middle East’s $166bn (Dh610bn) AI boom.

The California-headquartered firm said the MENA AI market, valued at $11.92bn (Dh43.7bn) in 2023, is projected to expand almost fifteen-fold to $166.33bn (Dh610bn) by 2030, growing at an annual rate of 44.8 per cent.

The report follows the UAE’s rollout of its first Arabic-language AI model earlier this year.

“The Middle East, and especially the UAE, is no longer just an adopter of global AI technologies – it’s, in fact, shaping its own playbook,” said Swayam Dash, MD at Grand View Research. “With sovereign funds backing innovation, and policies like the UAE’s new Strategic Plan 2031 leading the way with focus on utilising artificial intelligence in achieving greater financial efficiency for the federal government, the region is becoming a laboratory for how AI can drive both governance and growth.”

The study found that nearly three in four UAE companies have maintained or increased their AI investments in the past year. Machine learning and deep learning are driving growth, particularly in healthcare, logistics, and financial services.

The MEA AI market is growing at a CAGR of 33.6 per cent

According to the report, the AI in healthcare market in the Middle East and Africa, valued at $193.1m (Dh709m) in 2023, is projected to reach $1.47bn (Dh5.39bn) by 2030, growing at a compound annual growth rate (CAGR) of 33.6 per cent. The region’s legal AI sector, currently at $43.3m (Dh159m), is expected to nearly triple to $121.5m (Dh446m) at a CAGR of 18 per cent over the same period.

“The release of region-specific AI metrics for the first time quantifies what many have sensed – that the UAE and its neighbours are at the tipping point of a generational transformation,” Dash said.

“And the next wave of opportunity will come from specialisation. Sectors like healthcare and legal technology are still emerging here and hence the potential is immense. With the AI in regional healthcare market alone projected to touch $8.39bn (Dh30.8bn) by 2033, we’re looking at a decade of exponential growth. Likewise, the legal AI space, though currently small, represents a first-mover opportunity in digitising governance, compliance, and regulatory frameworks – areas where the Middle East can define its own benchmarks rather than follow global ones,” Dash added.

The report noted that the MENA region is emerging as one of the world’s most dynamic AI frontiers, fuelled by government-led digital transformation agendas, rapid urbanisation, and the rollout of AI-enabling technologies such as 5G, cloud, and IoT.

“Machine learning and deep learning continue to dominate adoption across smart-city initiatives, healthcare, and urban management – with the UAE leading the charge in real-world integration,” said Dash.

Grand View Research, headquartered in San Francisco with operations in the US and India, provides market intelligence and consulting across more than 45 industries and 150,000 markets globally.

UAE telecom operator du has launched ‘Cloud Miner’, a cloud-based Bitcoin mining service designed to make cryptocurrency mining accessible to UAE residents without the need for specialised equipment or technical expertise.

The service, part of du’s new sub-brand du Tech, allows users to rent computational power from du’s data centres across the UAE through a subscription-based model. Bidding for contracts will take place on Online Auction from November 3 to 9.

du said the service simplifies cryptocurrency mining by removing barriers such as high electricity consumption and equipment maintenance. Subscribers can begin operations immediately after signing up and will have access to 250 TH/s capacity under 24-month contracts.

du Cloud Miner service to offer an entry point into cryptocurrency ecosystem

“With the launch of Cloud Miner, our cloud mining as a service, we aim to offer an easy entry point into the world of cryptocurrency whilst leveraging du’s reputation for reliability, transparency, and security,” said Jasim AlAwadi, chief ICT Officer at du.

The company said the offering is compliant with KYC and anti-money laundering regulations, using UAE Pass for identity verification and two-factor authentication for account security.

The initiative positions du as the first UAE telecom operator to introduce a cloud mining as a service platform. The company unveiled the service during a launch event at Dubai’s Burj Khalifa, featuring a laser show.

Read: UAE’s du sees net profit climb to Dhs2.18bn in 9-month results

As AI reshapes industries across the Middle East, Ainigma is betting on a people-first approach. The boutique AI consultancy headquartered in London and Amsterdam was founded in 2024 by Arne Mosselman. In October 2025, Ainigma formalised a partnership with regional communications consultancy TRACCS to help organisations across the Middle East adopt GenAI ethically and strategically.

Through its partnership with TRACCS, the company aims to bridge the gap between technology and talent, driving practical adoption and measurable impact.

In this interview, Mosselman discusses what “human-centric” AI really means, how it can amplify creativity rather than replace it, and why the region’s success with AI will hinge on ambition, inclusion, and responsible innovation.

The partnership between Ainigma and TRACCS comes at a time when many organisations in the Middle East are experimenting with AI but struggling to integrate it meaningfully. What gap are you aiming to fill through this collaboration?

The answer is clear: most organisations are treating generative AI (GenAI) solely as a technological development, an IT solution designed to automate work. We see this differently. The real value—and the science backs this up — is unlocked when AI is put in the hands of people. When people work with AI, their productivity can increase by 20 per cent or more.

But achieving this isn’t about building new technology; it’s about change management. It’s about fostering curiosity, upskilling teams, and innovating on existing workflows. The gap we are filling with TRACCS is precisely this element of human connection. TRACCS brings deep regional expertise and trusted relationships, while we bring the playbook for human-centric AI adoption.

Together, we focus on capacity building, ensuring teams can actually use these powerful tools effectively and responsibly.

“Human-centric” is a term often used in AI discussions but rarely defined in practice. What does a genuinely people-first approach to GenAI look like in business and communications?

A people-first approach means starting with human ambition, not machine capability. Instead of asking, “what can we automate,” we ask, “where are the friction points in our teams,” or “what do our customers truly need?”

In practice, this looks like bottom-up innovation , where employees are empowered to find and build their own solutions based on their unique knowledge. You equip them with the skills and, just as importantly, the confidence to use these tools to solve those problems.

Research shows that when people use GenAI this way, they don’t just get more done; they enjoy their work more, they are more creative, and they can focus on the high-value, strategic tasks they find most important. For us, “human-centric“ isn’t a soft term; it’s a hard business strategy. It’s good for your people, and it’s good for your bottom line.

There’s growing concern that GenAI could dilute creativity rather than enhance it. How do you see the balance between human imagination and machine capability evolving?

This is a fear we’ve seen with every major technological shift. When the camera was invented, people feared it would be the end of painting. Instead, it unlocked entirely new art forms.

GenAI is a powerful tool, much like a pen or a camera. In a static world, it might look like machines are doing work humans used to do. But history shows that when we get more powerful tools, human imagination simply sets higher goals. AI is a tool to enlarge human creativity.

GenAI is a massive enabler; it democratises the ability to create. You no longer need to have mastered a specific technical craft to bring a vision to life. If you have imagination, taste, and critical thinking, these tools allow you to unleash that creativity. It will lead to more human expression, not less.

Beyond the hype, what are some of the most realistic and high-impact ways you see GenAI transforming industries in this region, particularly in communications, government, or creative sectors?

The most realistic and high-impact transformation we see is the “super-powered team.” GenAI can make a small, focused team five or ten times more effective. Projects that once seemed impossible or would have required a massive budget are suddenly within reach.

For the creative and government sectors, this means an abundance of new content, new services, and new ideas. We will see more startups and new initiatives able to compete with large incumbents because they are AI-native from day one. The challenge will actually be for larger, established organisations to adapt their ways of working. For a region with so much ambition, this technology is a powerful accelerator for turning visionary goals into reality.

Ethical use of AI is becoming a pressing issue globally. How can companies in the Middle East adopt GenAI responsibly while ensuring compliance, transparency, and trust?

This is a critical issue, and with powerful new tools comes great responsibility. The challenge is that these tools are already ubiquitous. Employees are already using them, whether the company has a policy or not.

Therefore, the most irresponsible thing an organisation can do is to try and “close the door.” A responsible approach starts with acceptance. Companies must provide their teams with safe, secure tools and then, crucially, upskill everyone on the risks. This includes practical training on privacy, data security, and identifying bias.

Trust and transparency are built not by banning AI, but by creating a clear, ethical framework for its use and empowering employees with the knowledge to navigate it safely.

As the region doubles down on digital transformation through national visions, what will determine whether AI adoption leads to real productivity gains rather than surface-level innovation?

The difference will be ambition.

What will determine success? Whether an organisation treats this as a technology problem or a human opportunity. If AI stays in a silo, you’ll get surface-level innovation. But real gains come when leadership puts AI in the hands of everyone and combines it with ambitious goals. We have to aim higher than just ‘AI literacy’. We need AI proficiency.

When people are truly empowered with these tools, they don’t just become more productive. As we’ve seen in research, they become more creative, they like their work more, and they can focus on what they do best. That is the real productivity gain, and it’s driven entirely by people, not by code.

Read: ‘AI can serve the greater good’, says Amazon CTO Dr Werner Vogels

National Industries Park (NIP), part of DP World’s industrial network, will host one of the Middle East’s largest automotive refurbishment facilities under a Dhs55m($15m) partnership with used-car platform Cars24.

The 220,000 sqft centre, due to begin construction in November and open by August 2026, will create more than 200 jobs in its first phase and process over 100,000 vehicles annually.

It will connect directly to DP World’s network of ports, logistics corridors, and economic zones.

The facility will serve rising demand from electric vehicle (EV) manufacturers and Chinese original equipment makers, offering refurbishment, pre-delivery inspection, after-sales support, and export preparation services.

Designed as a solar-powered operation, it aims to extend vehicle lifespans and reduce the environmental impact of new production.

New facility to support Dubai’s role as a key auto hub

“Cars24’s new facility will anchor Dubai’s position as the region’s automotive hub,” said Abdulla Al Hashmi, COO, Parks & Zones, DP World GCC. “By connecting global manufacturers and regional distributors, DP World is creating a platform that accelerates growth and strengthens supply chains.”

The Middle East and Africa used car market generated more than $100bn in 2024 and is projected to grow at an annual rate of 4.9 per cent from 2025 to 2030, according to DP World.

Every vehicle at the new centre will undergo more than 140 internal quality checks, Dubai Roads and Transport Authority (RTA) approval, and certification from the Ministry of Industry and Advanced Technology (MoIAT).

Abhinav Gupta, CEO of Cars24 Arabia, said the facility would “set a benchmark for speed, reliability and sustainability in the automotive sector,” adding that its location within NIP provides “seamless access to trade routes across GCC and international markets.”

Founded in 2015, Cars24 is valued at more than $3bn and operates digital platforms for buying and selling used vehicles.

Read: From Detroit to Dubai: Key trends reshaping the global automotive landscape

Facility is part of DP World’s growing automotive cluster

The project adds to DP World’s growing automotive cluster in NIP and Jebel Ali Free Zone (Jafza), which hosts major car manufacturers and EV distributors.

It also supports Dubai’s wider automotive hub strategy, including a global car market initiative announced in 2024 by DP World and Dubai Municipality.

As technology continues to shape every industry, more women are carving out space and redefining what leadership in tech looks like. From innovation to cybersecurity to marketing, their journeys reveal a consistent theme — success in tech isn’t about perfection or knowing all the answers, it’s about curiosity, courage, and connection.

Gulf Business spoke to several female leaders across the global tech ecosystem to explore their biggest lessons and advice for the next generation of women entering the field.

Jessica Constantinidis, innovation officer – EMEA, ServiceNow

Key lessons learned

Growth only happens when you step into the unknown. My guiding question has always been, “What’s the worst that can happen?” If no one gets hurt and no bridges are burned, then it’s worth trying. That’s how I took my first steps in IT and into leadership roles that once felt beyond reach.

I’ve also learned the importance of challenging the status quo. Sometimes it’s better to ask for forgiveness than permission when driving change. Networking has been just as essential — visibility and value go hand in hand. If nobody knows you, nobody can speak for you.

Continuous learning is part of my daily rhythm. I spend 30–40 minutes each day exploring new technologies and recently completed two new diplomas. For me, success isn’t about a final destination but the curiosity and courage it takes to keep moving forward.

Advice for women entering tech
Don’t wait for the “right” moment — it doesn’t exist. Take the leap, even if it feels inconvenient. Talk to people in the field, ask questions, and seek mentors inside and outside your organisation. Tech rewards curiosity and persistence, not perfection. The worst that can happen? You learn something new and try again.

Alona Geckler, SVP of business operations and chief of staff, Acronis

Key lessons learned
Resilience and adaptability are essential in tech, especially in cybersecurity where change is constant. Early in my career, I had to adapt quickly to new technologies and shifting priorities — embracing change became my biggest growth driver.

Mentorship and networks have also been central to my journey. At Acronis, we created the WiT Mentorship programme to connect high-potential women with senior leaders. Structured support like this builds confidence and opens doors that otherwise remain closed.

Finally, diversity and inclusion require intention. The UAE is ahead of the global average, with women representing 30 per cent of the tech workforce, but only 20 per cent in leadership. Closing that gap demands continued, focused effort.

Advice for women entering tech
Step forward before you feel ready. Most growth happens outside your comfort zone. Build your network early, find mentors, and be intentional about where you work — choose organisations that value inclusion. Tech needs your perspective, so claim your space and shape the culture as you rise.

Read: 44 women leaders share advice to power your success

Sue Azari, eCommerce industry lead, AppsFlyer

Key lessons learned
Visibility matters as much as ability. I used to think hard work would speak for itself — it doesn’t always. You have to speak up and ensure your work is seen.

Imposter syndrome never fully disappears, but confidence grows when you act despite it. Real leadership comes from putting yourself in uncomfortable situations and asking questions, even when you’re unsure.

Advice for women entering tech
Networking is as important as technical skill. Most of my best opportunities came through connections, not job boards. Show up at events, engage with your community, and don’t hesitate to ask for mentorship. Tech moves fast, so stay curious, keep learning, and support others as you rise — community is your biggest asset.

Kerrie Jordan, chief marketing officer and SVP of product, Epicor

Key lessons learned
Learning never stops in tech. What’s cutting-edge today can be outdated tomorrow. Staying sharp means surrounding yourself with people who challenge your thinking. The best leaders I’ve seen are lifelong learners who never stop asking questions.

Advice for women entering tech
Focus on five traits that define successful tech leaders:

1. Intellectual curiosity – understand the why behind the technology.

2. Clear communication – cut through the buzzwords and articulate real value.

3. Empathy with accountability – balance compassion with results.

4. Mentorship – find someone who challenges and advocates for you.

5. Resilience – setbacks happen; what matters is how you recover.

Master these, and you’ll have the foundation to lead and thrive.

Chrystal Taylor, technical evangelist, SolarWinds

Key lessons learned
Never underestimate enthusiasm and the willingness to learn — in yourself or others. Don’t let imposter syndrome talk you out of opportunities. Even if things don’t work out, every experience teaches you something valuable.

Non-technical skills matter too. The lessons you learn from any part of life — parenting, event organising, customer service — all apply in tech.

Advice for women entering tech
Find your people. Every workplace has its mix of detractors and supporters — focus on those who lift you up. Remember, technology is shaped by people, and diverse experiences make it stronger. Enthusiasm, adaptability, and community will take you further than you think.

Lauren Wortmann, VP Applications, Middle East & Africa at NTT DATA

Key lessons learned

Growth happens outside your comfort zone. I learned to take on roles before I felt fully ready, trusting that skills can be built along the way. Each new challenge strengthened my confidence and expanded my capability.

Moving across marketing, sales, partner management, digital advisory, and cloud leadership gave me a 360° view of clients, technology, and business operations. Intentional role choices help build depth, relevance, and adaptability.

Leadership is not only about driving results — it’s about creating positive impact. Uplifting teams, empowering partners, and contributing to communities are as important as business outcomes. One wants to be known for and take visible ownership of initiatives to develop skills required for the next level — whether in people leadership, financial discipline, or commercial responsibility.

Advice for women entering tech

For women entering leadership roles, my advice is to lead with intentionality — both in how you manage your professional impact and how you balance your personal life. Leadership often demands long hours, travel, and emotional labour, so establishing clear boundaries and prioritising self-care is essential. Choose quality over quantity; rest and recovery are performance enablers, not luxuries. Model sustainable habits by unplugging, delegating, and saying no when necessary.

As a working mother, I’ve learned the value of being deliberate about where I invest my time, energy, and attention, and of building strong support systems. I also encourage new leaders to take the first 90 days to truly listen — to peers, staff, and the broader organisation — and to resist the urge to act too quickly.

Listen more than you speak, seek to understand the culture and dynamics at play, and only then design thoughtful plans and actions that reflect your own informed perspective.

Meriam ElOuazzani, senior regional director, Middle East, Turkey, and Africa, at SentinelOne

Key lessons learned

Leading in cybersecurity has taught me that transformation happens at the intersection of technology and trust. Early in my career, I learned that building strong relationships. With partners, distributors, and customers isn’t just about transactions. It’s about creating ecosystems where innovation thrives.

The most valuable lesson? Adaptability is non-negotiable. The dynamic nature of channel management prepared me to navigate changing market conditions and emerging technologies. In a field where threats evolve at machine speed, static thinking is a liability. I’ve learned to embrace complexity, streamline workflows, and leverage technology to drive productivity across diverse teams.

Another critical insight: representation matters, but excellence speaks louder. As a woman in a male-dominated field, I’ve discovered that bringing fresh perspectives and strategic insights isn’t about fitting in. It is about standing out through operational excellence and collaborative leadership.

Finally, I’ve learned the power of elevating others. Success isn’t measured solely by individual achievements, but by the innovative, diverse environments we cultivate. Leadership means empowering teams to adapt, innovate, and succeed together in an industry that never stops evolving.

Advice for women entering tech

Embrace your unique perspective. It’s your competitive advantage. Build relationships authentically, stay curious about emerging technologies, and don’t wait for permission to lead. Seek mentors, but also be one.

The tech industry needs diverse voices, and yours matters. Lead with confidence, adapt continuously, and lift others as you climb.

Nisha Chandy Kumar, CEO of buzzParade Technologies

When I stepped into the world of tech, I did not come with a playbook. I came with a purpose. From the very beginning, I have believed that success does not come from following the rules, but from questioning them.

have built my career around one unwavering principle: the customer always comes first. Every decision, innovation, and disruption begins with a simple question: ‘How does this make life better for the end customer? ’

My journey has been anything but conventional. I am a rule breaker by nature, persistently curious, always seeking originality and never afraid to challenge what has been done before. That mindset has shaped the genome at buzzParade, where we build transformative tech that connects brands and people in smarter, more meaningful ways.

Resilience has been my greatest teacher. In an industry where challenges come fast and unpredictably, I have learned that determination and hard work are not optional. They are survival tools. There have been moments when the path felt uphill and daunting, but my commitment to the vision and my loyalty to my team have kept me anchored. Every obstacle became an opportunity to innovate, to think differently, to build stronger.

What made me successful is not just eagle-eyed focus or single-minded determination. It is a refusal to accept limits. I have never believed that women have to fit into existing moulds of leadership. We create our own. I have learned that being authentic, even when it means being unconventional, is where real strength lies.

Advice for women entering tech

To every woman aspiring to lead in tech, my advice is – be relentless, be curious, and never lose sight of why you started. Do not wait for doors to open. Build your own entrance. Challenge the expected. Write your own rules. And most importantly, keep your focus where it matters most, i.e. on the people your innovation is meant to serve.

Because when we lead with courage and customer obsession, we do not just disrupt the norm, we redefine what is possible.

Bigger picture

Across each of these stories runs a shared message: success in tech is not about being the smartest in the room, but about showing up, learning continuously, and building meaningful connections.

The women shaping today’s technology landscape are doing so with curiosity, courage, and community — and they’re proving that those qualities are just as vital as technical skill in driving the industry forward.