Honeywell Aerospace has separated from its parent company with a single strategic advantage: focus. In June, the aerospace supplier spun off to become a standalone, publicly traded company.

The immediate benefit: capital allocation decisions are now judged entirely on aerospace merit. No competing projects. No competing cycles. No diluted resources. For EMEAI, that means faster decisions on where to invest: regional repair facilities, supply chain localisation, advanced technology partnerships. It means a leadership team whose entire mandate is aviation. It means accountability on the things operators care most about: turnaround times, spares availability, safety, and total cost of ownership.

Cooper Cullen, president of Honeywell Aerospace for EMEAI, explains how that independence is translating into competitive advantage in a region where Emirates, Qatar Airways, and Saudi Arabia’s new carrier are all expanding rapidly.

What does independence actually enable you to greenlight in EMEAI that would have been harder to justify inside the larger conglomerate?
Separating as a stand-alone publicly traded company provides more autonomy and flexibility in how we manage our capital requirements. Inside a multi-industrial company, an investment decision competed for capital against projects in completely unrelated industries. Now every dollar we allocate and invest is judged on aerospace returns and aerospace cycles.

This capital allocation can take many practical forms: in our supply base to support capacity expansion, in new suppliers or multi-source efforts to create resiliency, in new products to address obsolescence or drive safety-related product enhancements, and in establishing regional repair capability, either direct or through a licenced partner, so shop visits can happen locally rather than traversing continents, among many others.

Honeywell Aerospace now has a dedicated balance sheet to underwrite these decisions in furtherance of supporting our regional customers, and it’s something we are all really excited about.

How is being a pure-play aerospace supplier changing how you compete day to day?
There is certainly a new level of focus.

Every conversation within our organisations from top to bottom is now about the aircraft, land vehicles, marine systems, and space solutions that our technologies serve across commercial air transport, business aviation and defence and space. That starts with a leadership team and board of directors who understand the complexities of this industry and whose entire agenda is aerospace.

It translates into faster decision-making and greater accountability on the things that matter most to operators in the region: turnaround times, spares availability, and bringing new technologies to market that improve safety or reduce total cost of ownership.

That focus is complemented by our presence on the ground in key markets including the UAE, Saudi Arabia, Qatar and Turkey, bringing commercial and technical expertise closer to our customers.

Where are you seeing the strongest demand across EMEAI right now, and how is that mix shifting?

The commercial aviation aftermarket continues to be in a growth cycle for the EMEAI region, although we are seeing strong demand generation across all three of our end markets. India is an important growth engine based on the significant fleet expansion occurring over the next decade.

At Farnborough, we announced that IndiGo selected Honeywell Aerospace avionics and APUs for 810 new Airbus A320neo family aircraft. It was the largest new-aircraft-selectable equipment win in our history and also includes comprehensive aftermarket support.

We also see significant opportunity to support operators in Gulf such as Emirates, Qatar Airways, and Etihad look to expand repair capability for their existing fleets, provision for their first 777X aircraft deliveries, and seek long-term maintenance support agreements. In defence and space, we continue to see strong demand for new technologies and a desire for more local partnerships. We’re proud to collaborate with many of the key defense entities across the Gulf region in support of advancing their technology solutions and enhancing security.

Saudi Arabia and the UAE increasingly expect localisation. What does credible localisation look like beyond simply opening a regional office?
Honeywell Aerospace has ongoing discussions with commercial operators, government entities, and third-party repair facilities to develop capabilities across both our electrical, control, engines and power systems portfolio. This aligns strategically with efforts like Saudi Vision 2030, the preference for sovereign capability based on the geopolitical landscape, and operators expecting maintenance support closer to where the event happens to reduce overall turnaround time for the aircraft.

Honeywell Aerospace has several localisation efforts in region with authorised partners like Saudia Technic for repairs of Honeywell’s 331-500 (777), 331-350 (A330), and 131-9A (A320), and Qatar Airways for repairs of Honeywell’s A350 HGT1700 APUs and control systems to support their fleet expansion and maintenance.

Within the defence and space segment, we see that same emphasis on localised sustainment for existing systems where local entities can better control the maintenance, repair and overhaul of their installed products. We believe this is a key enabler to create more capacity and capability, and we’ve enabled this with several of our installed products across the Gulf region and are looking to do more.

Which of these technologies, electrification, autonomy and connectivity, is closest to real commercial impact in your region?
Connectivity is already delivering commercial value today. Better connectivity between the aircraft, operators and ground systems can improve operational decision-making, maintenance, efficiency, and passenger experience. Autonomy is also already entering aviation, although not necessarily in the way people sometimes imagine it.

The journey towards autonomous flight is incremental. Technologies in navigation, sensing, flight controls and decision support are already allowing more functions to be automated and can help reduce pilot workload and improve safety. Fully autonomous passenger aircraft are a longer-term proposition.

The real opportunity for this region is that much of its aviation and urban infrastructure is still being expanded. That creates greater flexibility to consider future requirements as new airports, transport networks and cities are designed, rather than having to retrofit every new capability into infrastructure built decades ago.

What starts as a three-year posting often becomes much more. Over half of UAE expats, 55 per cent, have already stayed longer than they originally planned. Seventy-eight per cent now expect to stay at least eight years. And 59 per cent figure they won’t go home until after retirement, according to St. James’s Place Middle East’s Money on the Move report.

The extended timeline brings real financial benefits. Ninety-six per cent earn more in the UAE than they would at home. Ninety-seven per cent save more each month. Nearly half, 48 per cent, earn and save at least 25 per cent more.

That money is accelerating life goals. Two-thirds of respondents believe financial freedom would’ve taken five years longer without the UAE. Seventy per cent expect to retire three years earlier because of it. But staying abroad longer also complicates things.

“The biggest shift is moving from a short-term mindset to thinking seriously about the financial goals over the next ten, twenty or thirty years,” says Daniel George, head of Business at St. James’s Place Middle East. “A three-year posting is about earning well and building savings. When it becomes eight or ten years, the priorities broaden. Retirement, succession, assets spread across different countries. These all need attention.”

For expats, that reality can be messy. Pension back home. Savings here. Property somewhere else. Family interests scattered across borders. All of it needs to fit into one long-term plan.

George says an extended stay should be a wake-up call. “Ask yourself where you’ll ultimately live, what you’re actually building toward, and whether the arrangements you made years ago still make sense.”

The cost of delay
The financial advantages are clear. Yet many expats believe they left money on the table by not getting advice sooner. Eighty-nine per cent said getting the right advice earlier would’ve improved their returns and savings. On average, they estimate earlier planning could’ve helped them avoid $56,410 in missed opportunities, roughly $9,248 for every year spent abroad.

The problem is simple. “When people arrive in the UAE, they’re focused on a new job, the move, settling in. Financial planning gets pushed to later,” George says.
But later never comes. Years pass. People earn significantly more than they did at home, yet they have no strategy for that extra income. Money sits in cash. Investments happen without a plan. Decisions about pensions, taxes, succession get deferred.

“There’s rarely one big mistake,” George explains. “It’s the cumulative effect of decisions delayed or made without thinking it through. Time is one of your most valuable assets when building wealth. Getting those foundations in place early makes a real difference.” Tax knowledge is another area where regret shows up. Eighty-seven per cent said understanding cross-border tax rules would’ve helped them avoid losses. The average hit? $42,315 per person, $6,917 for every year they’ve been away.

More money, same pressure
Earning more doesn’t automatically ease financial stress. Eighty-nine per cent cite high cost of living as a barrier to wealth management. Eighty-six per cent point to cross-border regulations, taxes, currency swings, and limited access to the investments they want. Eighty-five per cent say they just don’t have time to manage it all.

George doesn’t see a contradiction. “Those can all be true at once. You’re earning more and saving more in the UAE. But housing, education, travel, family – those costs don’t disappear. Lifestyles get more expensive as incomes rise.”

The opportunity to build wealth faster exists. But it requires deliberate decisions about how that wealth actually gets managed.

Financial literacy makes a difference. Only 27 per cent of respondents consider themselves highly financially literate. Those who do are more likely to hold diversified portfolios, 43 per cent versus 29 per cent, and are significantly more likely to feel prepared for wealth succession, 68 per cent versus 28 per cent.

Taking stock
Half of respondents already work with a financial adviser on tax planning, investment strategy, and retirement. For those who don’t but who’ve now extended their stay, George says the first step is simple.

“If your plans have changed and you’re staying much longer, look hard at what you’ve actually got in place.”

That matters especially for expats because finances scatter everywhere. “A pension at home. Savings here. Property somewhere else. Family interests across borders. After a few years, it’s fragmented across different places, different systems, different countries,” George says.

Extending your stay changes how you need to think about retirement, succession, and managing wealth across borders. “The sooner you review it, the more options you’ll have,” he says.

The succession blind spot
Succession planning is a gap nobody’s talking about. Only 9 per cent feel fully prepared for it. People who get professional retirement planning advice feel more ready, 44 per cent versus 31 per cent who don’t.

“Succession planning is the thing everyone knows matters but assumes they’ll deal with later,” George says. For families spread across multiple countries, it gets complicated fast. Succession isn’t abstract. It’s: what happens to your wealth if you can’t manage it anymore? And when your assets and family live in different places, that question gets harder.

“Succession should be addressed well before retirement,” George says. “It needs to be part of your broader financial plan, with specialist legal or tax advice from qualified professionals where needed.”

From temporary to permanent (without noticing)
For most expats, the shift from short-term posting to long-term life doesn’t happen in one moment.

“There often isn’t a single decision,” George explains. “You take another job. Your kids settle here. Your career develops. And suddenly what was supposed to be temporary has become a significant part of your life.”

The data reflects that slow drift. Fifty-five per cent have already stayed longer than expected. Seventy-eight per cent expect to stay eight years or more. Yet 59 per cent still plan to return home, just not until after retirement. That uncertainty doesn’t remove the need to plan.

“Globally mobile lives rarely follow a predictable path,” George says. “So your financial plan needs to evolve as your actual life changes. It can’t stay anchored to the assumptions you made when you first arrived.”

The real story
The research shows that UAE expats earn more. That’s fact. But the real insight is simpler: the financial advantage of living abroad is significant.

Making the most of it, though, gets harder as a temporary move becomes a permanent life. That’s the moment planning actually matters.

Abu Dhabi’s International Holding Company (IHC) is in the process of acquiring an 80 per cent stake in Marlan Holding, the company behind UAE-based Marlan Space, as the investment group expands its exposure to the growing space technology sector.

The proposed acquisition is being made through IHC’s wholly owned subsidiary International Tech Group SP LLC and remains subject to regulatory approvals and customary closing conditions, IHC said.

Financial terms of the transaction were not disclosed.

The deal would give IHC a majority position in Marlan Space, an Abu Dhabi-based investor-operator focused on space-related companies and technologies, with activities spanning space systems, autonomous operations and advanced computing.

Marlan Space founded and operates Orbitworks, a joint venture with US-based Loft Orbital that the companies describe as the Middle East’s first private space infrastructure company.

Based in Abu Dhabi, Orbitworks designs, builds, tests and operates satellite systems from an assembly, integration and testing facility in Khalifa Economic Zones Abu Dhabi (KEZAD).

Its flagship programme, Altair, is an AI-enabled Earth observation constellation designed to combine optical, hyperspectral, thermal, infrared and passive radio-frequency payloads with onboard processing.

IHC said the first Altair satellite has been completed, with additional satellites being assembled in Abu Dhabi.

“Space is becoming an increasingly important part of the global technology and infrastructure landscape, with applications extending across communications, Earth observation, data, AI and many other sectors,” IHC chief executive Syed Basar Shueb said.

“Marlan Space has built a strong platform in this emerging ecosystem, combining technology, infrastructure and international partnerships.”

Shueb said the acquisition would give IHC a strategic position in the new space economy and provide Marlan Space with access to the group’s capital and capabilities to support its next stage of growth.

The investment adds space technology to IHC’s broader exposure to technology-led sectors, including artificial intelligence, digital infrastructure and other advanced technologies.

“Joining IHC marks an important new chapter for Marlan Space,” Marlan Space chief executive Hamdullah Mohib said.

“We have built the company around a clear ambition to establish globally competitive space capabilities from Abu Dhabi and to connect the UAE with the best technology and expertise internationally.”

Mohib said IHC’s majority ownership would provide Marlan Space with a stronger platform to scale its capabilities, expand partnerships and pursue opportunities internationally.

Marlan Space’s partnership with Loft Orbital is intended to support Orbitworks in building and deploying commercial satellites using standardised infrastructure.

IHC said it plans to use Marlan Space as a platform to pursue opportunities across satellite infrastructure, advanced manufacturing and emerging space technologies, while seeking potential links between satellite capabilities and its existing investments in technology, data and infrastructure.

The transaction remains subject to regulatory approvals and closing conditions.

Read: IHC Q1 2026 profit nearly doubles on investment gains, portfolio growth

Apple has made its long-awaited move into foldable smartphones, unveiling the $1,999 iPhone Duo in what represents one of the biggest changes to its flagship device in years.

The new handset, which Apple says is roughly the size and shape of a passport when closed, unfolds to reveal a 7.6-inch display that can be used horizontally or vertically. A separate screen on the outside allows the phone to be used conventionally while folded.

Apple also claims the Duo becomes its thinnest iPhone when opened.

The launch was significant for another reason: it marked the first major iPhone unveiling under CEO John Ternus, who recently succeeded Tim Cook.

The Duo is arguably Apple’s most substantial rethink of the iPhone since the company removed the physical home button with the iPhone X in 2017. The stakes are considerable, with the iPhone generating $209.6bn in Apple’s most recent financial year — accounting for just over half of total revenue.

Apple is pitching the Duo as more than simply a larger-screen phone. During its presentation, the company focused heavily on productivity, demonstrating expanded Zoom calls, a wider view of Slack and the ability to run multiple apps side by side.

Ternus also took aim at existing foldable devices, arguing that many remain cumbersome for everyday tasks such as scrolling or watching video.

Apple says its answer is a custom hinge, two displays designed around a consistent aspect ratio and a new titanium body intended to give users something closer to an iPad experience in a device that still fits into a pocket.

“It’s entirely new and at the same time remarkably familiar. A similar size to your passport, it feels familiar to hold and comfortable to use with one hand,” Ternus said.

Under the hood, the Duo will use Apple’s new A20 processor alongside the company’s C2 modem chip, continuing Apple’s push to bring more of the iPhone’s key components in-house and reduce its reliance on suppliers such as Qualcomm.

Apple shares were down 1.8 per cent by the end of the presentation, Reuters reported.

Ternus puts privacy at heart of Apple’s AI pitch

Apple’s leadership transition was given a prominent moment at the event, with former CEO Tim Cook appearing in an opening video before handing the spotlight to Ternus.

The clip ended with Cook saying, “Not me. That’s your guy,” as he pointed towards his successor.

Ternus used his first major launch as CEO to reinforce Apple’s long-standing privacy message, this time framing the iPhone as a personal AI platform that can process more information directly on the device.

“Honestly, trust only goes so far when your data is no longer yours to control,” he said. “That’s why Apple Intelligence runs on device whenever it can.”

Apple also revealed more detail about its next-generation Siri assistant.

Lilian Rincon, who oversees AI products for the iPhone maker after joining Apple from Google earlier this year, said the upgraded assistant will work across 300,000 apps when it launches.

Alongside the foldable model, Apple unveiled the more conventional iPhone 18 Pro and iPhone 18 Pro Max.

Prices start at $1,199 for the Pro and $1,299 for the Pro Max, representing a $100 increase compared with the starting prices of their iPhone 17 equivalents.

Apple tackles AI-generated images

Apple also used the event to address mounting concerns around AI-generated and manipulated content.

The company introduced a technology called Apple Reference Image, which it says can help verify the authenticity of photos captured using the iPhone 18 Pro’s cameras.

Apple will also support SynthID, an emerging system designed to identify images that have been generated or altered using artificial intelligence.

Apple Reference Image will not initially be available in the EU or China.

The iPhone 18 Pro will be powered by the new A20 Pro chip, which Apple says has been designed in part to improve the performance of advanced AI models running locally on the device.

New AirPods and Apple Watch models

Apple also refreshed two of its other major product lines.

A new entry-level version of AirPods will start at $129 and include noise cancellation for the first time in Apple’s cheaper earbuds.

A $149 model will add features including wireless charging and touch-based volume controls on the stem.

The company also introduced the Apple Watch Series 12 and Apple Watch Ultra 4, with health and fitness once again central to the pitch.

Both devices feature a redesigned sensor system that can collect heart-rate data more frequently and support new measurements relating to fitness and recovery.

Apple said improvements to its sensors and silicon have allowed it to deliver what it describes as its most accurate heart-rate tracking yet in a wearable.

Can Apple make foldables mainstream?

The iPhone Duo will also provide an early test of Ternus’s ability to convince consumers to embrace a new category at a distinctly Apple-level price.

Before becoming CEO, Ternus led Apple’s hardware engineering operations but maintained a comparatively low public profile, appearing mainly at product launches and sustainability-related events.

His first major challenge will be persuading buyers that a foldable iPhone is worth close to $2,000.

Apple is entering a market that is no longer new but has yet to become mainstream.

Samsung Electronics and Huawei have offered folding smartphones since 2019, but the category has remained relatively small compared with traditional smartphones.

Apple’s arrival now puts one of the world’s biggest consumer technology brands directly into the foldable race, raising the stakes for a category that has so far remained relatively niche.

DP World has signed an agreement with Kenya-based GulfCap Africa to develop the Mombasa Industrial Park, a planned 222-hectare Special Economic Zone (SEZ) aimed at boosting manufacturing, trade and foreign investment in Kenya.

The agreement, signed in the presence of His Excellency Dr William Samoei Ruto, President of the Republic of Kenya, builds on the partnership announced by DP World and GulfCap Africa in early August and advances the logistics group’s expansion plans in East Africa.

The first phase of the development will cover 40 hectares, with the wider project designed to attract foreign direct investment, expand Kenya’s manufacturing base and strengthen trade links with regional and international markets.

More than 60 local and international companies have already expressed interest in establishing operations within the SEZ. Once completed, the development is expected to create more than 20,000 direct and indirect jobs.

The industrial park is also intended to support Kenyan suppliers and small and medium-sized enterprises (SMEs), helping integrate local businesses into regional and global supply chains. Companies operating in the zone will benefit from Kenya’s access to the African Continental Free Trade Area (AfCFTA), its Economic Partnership Agreement with the European Union and the Comprehensive Economic Partnership Agreement (CEPA) with the UAE.

Speaking at the signing ceremony, President William Ruto said: “Today we are taking an important step towards Kenya’s future economy. The tripartite agreement between DP World, Country Government of Mombasa and GulfCap demonstrates what is possible when government creates the right environment for business.

“Government will support this industrial ambition with the infrastructure required to make it competitive. Our objective is to lower the cost of production so that goods made in Kenya can compete successfully in the region and the global market.”

Essa Kazim, group chairman of DP World, said: “Kenya is a market of strategic importance to DP World and this agreement reflects our confidence in its long-term growth. Our investment in the Mombasa Industrial Park is about creating the infrastructure that enables trade, attracts new industries and connects Kenyan businesses more efficiently with markets across Africa and the world.

“Together with GulfCap Africa, we are moving from ambition to delivery. The opportunity is not simply to build an industrial park, but to create a platform for investment, manufacturing and trade that can generate lasting economic value for Kenya and the wider region.”

Mohammed Akoojee, CEO and managing director, Africa at DP World, said the agreement marks a key milestone in the company’s long-term commitment to Kenya.

“By bringing industrial capacity and logistics infrastructure closer together, we can help businesses access markets more efficiently while creating a platform to attract new investment and manufacturing to the country. Our focus is on moving the development forward and building an ecosystem that supports businesses in Kenya while strengthening Mombasa’s role as a trade gateway,” he said.

Suleiman Shahbal, founder of GulfCap Africa, said the project would create a modern industrial ecosystem combining infrastructure, logistics and investment to support business growth.

“The multiplier effect of the project is expected to lead to the creation of over 20,000 jobs directly and indirectly, positively impacting the livelihoods of thousands of Kenyans. So far, over 60 local and international companies have expressed interest in taking up space in the SEZ,” he said.