Step into the sleek, fragrance-dotted offices of Sterling Perfumes in Dubai, and you’re immediately hit with the unmistakable notes of tradition, innovation and grand ambition. At the heart of it all is Dr Ali Asgar Fakhruddin, who has turned a family-run fragrance operation into a global brand.

As chairman and CEO, Dr Fakhruddin isn’t merely following trends; he believes in meticulously setting them – in exquisitely designed glass bottles, in lingering scent trails, and in immersive experiences that resonate deeply with consumers long after the first spritz.

“If your ambition isn’t audacious, you’re playing it too safe,” he shares – a statement delivered with the quiet, assured confidence of someone who has guided a UAE-born beauty and lifestyle brand into a powerhouse with presence in over 132 countries – and whose sights are still set on expanding those horizons even further.

“My father, Fakhruddin Ebrahimiji, came to the UAE with just five rupees in his pocket,” Dr Fakhruddin shares, his voice carrying a soft conviction that distills decades of persistence and purpose. “That legacy drives every decision we make.”

This foundational philosophy instilled by his father – that “success should create value across the board – for our suppliers, employees, partners, and consumers” – remains the guiding star.

“That’s what my father believed. That’s how I lead,” he affirms, clarifying how this core principle has been instrumental in transforming the business – as part of the larger Sterling Group – into a regional powerhouse.

A legacy built on scent and scale

Dr Fakhruddin embarked on his business journey at just 17. As the youngest member of the Fakhruddin family, he rapidly immersed himself in the intricacies of operations, learning the business from its very foundations. “From the very beginning, I wanted to build a brand the world could respect, but that never forgot where it came from,” he says, articulating his early ambition.

What began with a modest daily production of just 250 units has since scaled dramatically to over 250,000 units daily, a testament to the company’s manufacturing capabilities and strategic growth. This growth mirrors the global demand for fragrances.

Dr Fakhruddin also keenly observes the evolving consumer relationship with fragrance. “Fragrance is no longer a silent luxury,” he states. “It’s a mood, a memory, an identity. People want to belong to something.” This profound understanding has been a driving force behind Sterling’s sustained success.

The company’s product portfolio has meticulously evolved to mirror this philosophy: ARMAF embodies bold, expressive confidence; Hamidi pays homage to rich Middle Eastern perfumery; Cosmo offers accessible, trend-forward personal care essentials; and Armaf Beauté brings inclusive, high-performance colour cosmetics to the forefront.

“Each product is designed to reflect identity, celebrate individuality, and provide aspirational quality without the luxury price tag,” he explains, highlighting Sterling’s commitment to quality and accessibility.

Recent launches, such as Odyssey Dubai Chocolat and Eter Desert Breeze, serve as prime examples of how Sterling transforms scent into compelling narratives of the past meeting the present and preparing for the future.

Blending heritage with innovation

Dr Fakhruddin says, “We’ve always believed that innovation and heritage can coexist. One doesn’t cancel the other. Our job is to honour the past while creating the future of fragrance,” he asserts, outlining the dual pillars of Sterling’s approach.

This progressive ethos has positioned Sterling as a compelling case study in intelligent, sustainable growth. The company makes significant investments in consumer insights, comprehensive digital transformation, and the creation of immersive brand experiences that resonate deeply with modern audiences. “Dubai Chocolat, for example, didn’t just launch as a perfume,” he reiterates, “It became a moment. A story told in scent, design, emotion. That’s what people remember.”

Sterling’s retail strategy is equally innovative, featuring multi-sensory pop-ups and product drops meticulously supported by story-rich campaigns specifically designed to spark connection, particularly across social platforms. Influencer-hosted masterclasses, virtual try-ons, and behind-the-scenes content are now considered as vital to the brand’s engagement as the fragrance itself.

Dr Fakhruddin emphasises the strategic imperative behind every launch: “Everything we launch has to deliver an impact – emotionally and commercially. If it doesn’t feel right to the consumer, we go back to the drawing board.” This commitment to consumer resonance ensures that every product serves a purpose beyond mere scent.

Scaling with cultural storytelling

Sterling’s marketing strategy is a direct reflection of its core values: storytelling, transparency, and authenticity. Collaborations with regional influencers are meticulously built on fostering long-term relationships, moving beyond mere one-off campaigns. “Creators are co-authors of our story,” Dr Fakhruddin states. “They bring our brands to life in ways that feel real.” This collaborative approach ensures that the brand narrative is not just delivered but co-created with voices that resonate authentically with diverse audiences.

“Our strategy is rooted in building real relationships; long-term partnerships with creators who align with our values and bring our stories to life with authenticity,” Dr Fakhruddin asserts.

The company has proactively supported creators globally, assisting them in expanding their platforms while integrating them into significant brand launches, ranging from live events to virtual rollouts.

Through these initiatives, Sterling has successfully cultivated a vibrant and engaged community that bridges Eastern and Western cultural sensibilities. “This cross-cultural ecosystem has become one of Sterling’s most powerful brand assets,” Dr Fakhruddin adds.

“People today don’t just want to buy. They want to connect. Our brands are built to start conversations,” he adds, highlighting Sterling’s commitment to fostering community and engagement through its products.

Sterling also operates on a global scale while meticulously maintaining profound cultural relevance alongside a consistent brand identity.

“At Sterling, our DNA is defined by timeless values: quality, trust, creativity, and emotional storytelling. These remain consistent across every touchpoint,” Dr Fakhruddin explains. “But we also understand that culture is not monolithic. What resonates in Riyadh may not connect in Paris or Los Angeles. That’s why we lead with global consistency and local resonance.”

This strategic balance involves empowering regional teams and distributor networks to meticulously tailor messaging, spotlight varying fragrance notes, and adapt campaign narratives to suit their specific markets. “This global-local balance helps us remain deeply rooted in our origins while celebrating the diverse sensibilities of our audiences,” he notes.

The company employs a multi-layered approach to integrate regional trends into its global product roadmap. “But we also listen on a deeper level: what are people longing for? What emotional gaps can fragrance

fill in a specific culture?” Dr Fakhruddin states, emphasising the qualitative aspect of their research.

Regions like Saudi Arabia continue to serve as a significant and rich source of inspiration, particularly with their deep-rooted traditions and highly distinctive scent rituals. Markets such as India offer a compelling and vibrant fusion of wellness concepts, profound cultural heritage, and modern, expressive forms of self-expression.

Meanwhile, the US and Latin American markets provide crucial insights into lifestyle-driven marketing strategies and pioneering innovations in digital-first discovery methods. When a regional trend demonstrates clear alignment with Sterling’s core values and exhibits a strong potential for broader, global appeal, the company strategically and carefully cultivates it into its mainstream offerings, says the chairman.

Reinventing fragrance retail

With contemporary retail fundamentally transcending its traditional function as a mere transactional space, evolving dynamically into a vibrant platform for active engagement and deeply immersive experiences. Sterling is at the forefront of this evolution, meticulously reinventing fragrance retail by seamlessly blending compelling physical storytelling with cutting-edge digital innovation.

“Retail today is not just a space for transactions. It is a platform for engagement and immersion,” Dr Fakhruddin explains, articulating this transformative vision. From its renowned ‘Perfume Wall’ installations – which it unveiled to celebrate its 25th anniversary two years ago – to its multi-sensory pop-ups, the overarching objective is to meticulously transform every retail encounter into a truly unforgettable experience.

Travel retail has also emerged as a particularly successful and strategic channel for Sterling, offering exclusive campaigns and limited-edition product formats meticulously curated to cater to the discerning tastes and unique needs of global travellers.

Sterling is also strategically investing in advanced, technology-enabled retail environments, meticulously designed to empower consumers to interactively explore collections, seamlessly access digital content via scanning, and personalise their fragrance discovery journey. experience.

Digital transformation for agility

The focus on digital transformation has also complemented the company’s operations. For Dr Fakhruddin, “Digital agility isn’t about tools; it’s a mindset.” He details how his teams are meticulously structured into agile, cross-functional pods, designed to accelerate product development and optimise marketing efforts. Powered by advanced SAP systems and sophisticated analytics, the company possesses the capability to adapt swiftly to evolving market trends and nuances in consumer behavior in real-time.

A cornerstone of this agile approach is the decentralised, people-first culture. “Our junior team members often lead digital ideas. Everyone has a voice,” he explains, fostering an environment where fresh perspectives are not just welcomed but actively sought. This empowers the company to innovate with remarkable speed and a distinct soul, where formal titles are less significant than individual initiative, and leadership is fundamentally about nurturing talent rather than merely directing tasks.

“We’re not a top-down company,” he states emphatically. “We share failures. We celebrate wins together. That’s how you build long-term loyalty.” This transparent and collaborative culture builds robust internal bonds and encourages continuous improvement.

Sustainability: An embedded responsibility

When it comes to sustainability – a key consideration for the fragrance and beauty industry, it transcends a mere marketing theme for Sterling, the chairman says.

“For us, sustainability is not a marketing theme, and we actively want to avoid green washing. It’s a responsibility embedded in how we create,” Dr Fakhruddin states, articulating the core principle.

The strategic advantage of in-house manufacturing provides the company direct and comprehensive control over every aspect of product development, from the initial meticulous sourcing of ingredients to the final packaging decisions. Sterling maintains exclusive partnerships with long-term, meticulously vetted suppliers who unequivocally prioritise ethical sourcing, comprehensive ingredient traceability, and rigorous environmental responsibility. The company is progressively incorporating clean formulations and strategically introducing refillable, eco-conscious packaging solutions across its major product lines.

As Sterling strategically expands its presence into wellness and beauty categories, its robust sustainability framework adapts accordingly, ensuring consistent responsible practices across new ventures. Every product is consciously designed with responsibility in mind, without compromising performance or the desired sensory delight.

“Our ambition is to build products that last – in impact, purpose, and trust,” Dr Fakhruddin articulates, outlining a vision of enduring value.

The expansion playbook

Sterling is not merely expanding its geographical footprint; it is strategically redefining its very categories. Through Armaf Beauté, the group has successfully launched a range of high-performance, inclusive cosmetics, directly responding to market demands for diverse and clean beauty solutions. Concurrently, Cosmo, another key brand, effectively competes with global giants by offering clean, affordable personal care essentials, demonstrating Sterling’s ability to deliver value across different market segments.

“We’re building a full-sensory lifestyle brand,” Dr Fakhruddin confirms, outlining an ambitious diversification strategy. This includes extending the brand’s presence into home ambiance with sophisticated room sprays, evocative incense, and elegant aromatic diffusers, alongside body mists and a growing array of cosmetics. “Fragrance isn’t just something you wear. It’s how you live,” he states, capturing the essence of this holistic vision. This strategic diversification is not opportunistic. Rather, each new product must pass a critical test: does it deliver an emotional connection to the consumer? “If it doesn’t,” he asserts with unwavering resolve, “it doesn’t ship.”

The company is also actively exploring strategic partnerships with various lifestyle and fashion brands, aiming to further extend its market reach and enhance its brand presence across complementary sectors. “This is just the beginning. We want Sterling to be creating experiences that are personal, purposeful, and immersive,” Dr Fakhruddin concludes, encapsulating the future trajectory.

For the leader, the definition of success for Sterling over the next five years is measured fundamentally by its relevance and resonance within the global market. “Success, for us, is measured in relevance and resonance,” he states, emphasising the qualitative aspects of their future achievements.

The goal is for Sterling to be recognised worldwide not solely as a perfume manufacturing company, but as a lifestyle curator that empowers individuals to express themselves more vibrantly, live more beautifully, and engage with their surroundings more mindfully. This vision entails Sterling products seamlessly integrating into daily rituals, whether found in a dressing room in Paris, a living room in Riyadh, or a handbag in Mumbai.

Achieving this ambitious goal necessitates thoughtful and purposeful market expansion, strategic entry into new

geographies, and a continuous commitment to leadership in quality, innovation, and inclusivity.

On a deeply personal level, Dr Fakhruddin hopes to establish a lasting legacy that unequivocally proves how a dream, originating from a humble five rupees, can evolve into a world-class enterprise – provided one leads with genuine sincerity, empowers their teams, and remains steadfastly rooted in a core purpose.

“Sterling will always be a tribute to that belief,” he affirms, encapsulating the profound essence of the brand’s remarkable and ongoing journey.

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Brief notes: Dr Ali Asgar Fakhruddin on leadership, innovation and success

On legacy and purpose: “My father came to the Arab world with just five rupees in his pocket. That legacy drives every decision we make.”

On his leadership style: “My leadership style is deeply influenced by my father’s ethos: leadership is not about power or control; it’s about empowerment, trust, and growing people. I lead with transparency, empathy, and a deep sense of responsibility toward our teams.”

On innovation: “We’ve always believed that innovation and heritage can coexist. One doesn’t cancel the other.”

On scaling globally: “From the beginning, I wanted to build a brand the world could respect — but that never forgot where it came from.”

On product development: “Each product must deliver an emotional connection. If it doesn’t, it doesn’t ship.”

On culture: “Our culture is built around freedom to work, decision-making at all levels, and the belief that innovation thrives where
people feel seen, valued, and trusted. Digital agility isn’t about tools; it’s a mindset. Our junior team members often lead digital ideas. Everyone has a voice.”

On success: “Success should create value across the board — for our suppliers, employees, partners, and consumers.”

On sustainability: “We don’t greenwash. We build to last — in impact and in trust.”

On purpose-driven branding: “People today don’t just want
to buy. They want to connect.”

On generational thinking: “We see sustainability not as an obligation, but as a responsibility to future generations.”

On global impact: “When I see someone using one of our products in another country — someone I’ve never met — I feel a quiet pride. That’s impact.”

In line with directives from Dubai’s leadership to enhance road infrastructure and public transport in support of urban development, population growth, and quality of life, Dubai’s Roads and Transport Authority (RTA) has awarded a contract for the Al Mustaqbal Street Development Project.

Read-Sheikh Zayed to Al Khail just got faster: Dubai’s RTA completes new road project

The Dhs633m project extends from the intersection with Za’abeel Palace Street to Financial Centre Street. Once completed, it is expected to significantly improve traffic flow, cut travel times, and enhance access to key business and residential districts in central Dubai, a WAM report said.

The development includes the construction of 1,700 metres of bridges and tunnels, and the widening of Al Mustaqbal Street from three to four lanes in each direction. These upgrades will increase the road’s capacity by 33 per cent, from 6,600 to 8,800 vehicles per hour in both directions, and reduce average travel time from 13 minutes to 6 minutes.

Mattar Al Tayer, Director General and Chairman of the Board of Executive Directors of the RTA, stated that the project is part of a broader plan that includes the ongoing development of the Trade Centre Roundabout. “Construction began in the last quarter of last year and aims to support several key commercial, residential, and development zones,” he said.

Serving key hubs: DWTC, DIFC, Downtown and beyond

Al Tayer emphasised the strategic importance of the project for several landmark areas. “The Al Mustaqbal Street Development will serve the Dubai World Trade Centre (DWTC), which has hosted major exhibitions like GITEX, Arabian Travel Market, Arab Health, Gulfood, and the Transport Exhibition for over four decades.”

He added that the project will also improve access to the Dubai International Financial Centre (DIFC), a leading hub for the financial sector in the Middle East, Africa, and South Asia. The upgrades are expected to benefit nearly half a million residents and visitors, and enhance connectivity to prominent districts such as Za’abeel, Downtown Dubai, and Business Bay.

Key infrastructure components include:

• Three new tunnels, totaling 1,200 metres, at the intersection of Al Mustaqbal Street and Trade Centre Street:
  • A three-lane tunnel toward Deira (4,500 vehicles/hour)
  • A two-lane bidirectional tunnel between Deira and Jebel Ali (3,000 vehicles/hour)
  • A single-lane tunnel serving the One Central development (1,500 vehicles/hour)
• A 450-metre two-lane bridge for traffic from DWTC to Za’abeel Palace Street
• Widening of Al Mustaqbal Street over a 3.5-kilometre stretch to four lanes in each direction

Additional upgrades will include the construction of free-flowing ramps to improve traffic at intersections with Exhibition Street and Trade Centre Street, as well as a pedestrian bridge over Al Sukook Street and upgrades to existing junctions along the corridor.

Creating safer, more connected urban spaces

Beyond vehicle traffic improvements, the project also introduces enhancements to the urban environment. These include upgraded pedestrian walkways, a dedicated cycling track, and decorative lighting—all aimed at promoting safety, accessibility, and visual appeal. The plan also features new public spaces designed to foster community engagement and support vibrant, inclusive urban living.

Al Tayer noted that the development integrates with a larger master plan that includes the full reconstruction of the Trade Centre Roundabout—one of Dubai’s most critical intersections.

“This junction connects Sheikh Zayed Road with five key arterial roads: Sheikh Khalifa bin Zayed Street, Sheikh Rashid Road, 2nd December Street, Za’abeel Palace Street, and Al Mustaqbal Street,” he explained.

The roundabout upgrade will include:

• Five new bridges totaling 5,000 metres
• Conversion of the existing roundabout into a surface-level intersection to improve traffic between Sheikh Zayed Road and 2nd December Street, and between Al Mustaqbal Street and Sheikh Zayed Road (southbound)
• A second-level bridge for free-flowing traffic from Sheikh Zayed Road to Sheikh Khalifa bin Zayed Street

These changes aim to improve connectivity for key destinations including DWTC, DIFC, and the wider Deira area.

Part of a broader network expansion

The Al Mustaqbal Street and Trade Centre projects are being developed in tandem with several other major road infrastructure initiatives. In Q4 of 2024, the RTA also launched the Oud Metha and Al Asayel Streets Development Project, which involves upgrading four key intersections through the construction of bridges totaling 4,300 metres and 14 kilometres of roadway.

This parallel development is designed to serve residential and commercial zones where the population is projected to exceed 420,000 by 2030. It is expected to reduce average travel time by 50 per cent, from 20 minutes to just 10 minutes.

In addition, the RTA recently completed phases of the Al Khail Road Development Project, which included 3,300 metres of new bridges and the widening of lanes across 6,820 metres. Spanning seven locations, the project has cut travel times by 30 per cent and boosted capacity by nearly 19,600 vehicles per hour.

Together, these interconnected projects reflect Dubai’s broader commitment to building a smart, efficient, and future-ready transport network capable of meeting the city’s ambitious urban growth and mobility goals.

Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, has issued Law No. (7) of 2025, establishing a comprehensive regulatory framework for contracting activities in the emirate.

The law marks a major step in enhancing governance and transparency within Dubai’s contracting sector and aligns with the emirate’s long-term development goals and international best practices, a WAM report said.

Designed to unify and strengthen oversight, the legislation introduces standardised processes for contractor classification, licensing, accountability, and supervision. It also supports the broader objectives of Dubai’s economic strategy and sustainable growth ambitions.

New oversight committee formed

A central feature of the law is the creation of the Contracting Activities Regulation and Development Committee, which will be formed through a decision by the Chairman of The Executive Council of Dubai. Chaired by a representative from Dubai Municipality, the committee will include members from various government entities involved in contracting regulation.

The committee will oversee the implementation of the new law, determine the regulatory authority for each contracting activity, and propose new policies or legislation for the sector. It will also mediate jurisdictional disputes between oversight bodies, develop a sector-wide code of ethics, and coordinate efforts with both public and private stakeholders.

Additionally, the committee is tasked with reviewing and acting on recommendations from relevant authorities to ensure continuous development of the sector.

Scope and exemptions

The law applies to all contractors operating in Dubai, including those within special development zones and free zones, such as the Dubai International Financial Centre. However, contracting work related to airports and associated infrastructure is excluded, as are any other activities exempted by the Executive Council based on the committee’s recommendations.

Digital oversight system

Dubai Municipality has been assigned responsibility for developing and managing an integrated electronic system that will serve as a central registry for all contracting activities. The platform will be linked with the “Invest in Dubai” portal to streamline processes and improve accessibility.

The municipality is also charged with classifying contractors involved in construction, building, and demolition work, issuing professional competency certificates, and preparing a code of conduct for technical personnel in the sector.

Contractor requirements and penalties

Under the new law, contractors must operate within the limits of their approved classification and comply with all relevant legislation. Unauthorised subcontracting or exceeding approved technical or financial capacities is strictly prohibited.

Violations may incur fines ranging from Dhs1,000 to Dhs100,000. Repeat offenses within a year could see penalties doubled to a maximum of Dhs200,000. Other disciplinary actions may include temporary suspension from operations for up to one year, downgrading of classification, removal from the official registry, cancellation of commercial licenses, and de-registration of technical staff, including revocation of their professional certifications.

Compliance period and enforcement

All contractors operating in Dubai at the time the law takes effect must regularise their status within one year. This period may be extended by the committee for an additional year if needed. Contractors whose registrations expire during this transition will be allowed to renew them, provided they submit a declaration pledging compliance with the new law.

Any previous legislation that conflicts with Law No. (7) of 2025 will be annulled. The new law will come into force six months after its publication in the Official Gazette.

Huawei unveiled its latest flagship devices, the HUAWEI Pura 80 Series and the HUAWEI MatePad 11.5, at a product launch event in Dubai under the theme “Fashion Next”.

The event also marked the announcement of the XMAGE Awards 2025 and Huawei’s return to the Grand Palais in Paris for Paris Photo 2025.

The HUAWEI Pura 80 Series drew immediate attention with its advanced imaging technology and distinctive design.

The Pura 80 Pro and Pura 80 Ultra feature a one-inch Ultra Lighting HDR camera paired with Ultra Chroma pixel-level colour calibration, offering high-resolution clarity and faithful colour reproduction.

Huawei Pura 80 Ultra features an advanced dual telephoto camera

The Pura 80 Ultra debuts the industry-first switchable dual telephoto camera, enabling impressive zoom versatility through a combination of large sensors and dual telephoto lenses.

The series also showcases Huawei’s focus on design, blending eastern and western aesthetics with a glazed monochrome-inspired finish.

Alongside the smartphone series, Huawei launched the new MatePad 11.5, aimed at students and professionals. Featuring a 2.5K FullView Display with PaperMatte technology, the tablet offers enhanced eye comfort and usability.

A slim 6.1 mm body houses a 10,100 mAh battery and supports the HUAWEI M-Pencil (3rd generation) with magnetic wireless charging.

The device includes upgraded apps such as Huawei Notes and GoPaint for creativity and productivity.

XMAGE Awards 2025

Huawei also formally launched the XMAGE Awards 2025, which began accepting global entries on June 11.

Now in its eighth year, the competition includes eight photography categories such as So Far So Close, Good Night, and Faces, and introduces a new “XMAGE 100” format.

Entries will be judged on technical merit, emotional impact, and artistic expression by a newly expanded global panel.

The awards will culminate at the Grand Palais in Paris during Paris Photo 2025, under the theme “The World, You and Me”.

Huawei’s presence at the renowned photography fair underscores its ambition to blend innovation with artistry.