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Anghami’s Eddy Maroun on ‘Aktar Men Ayya Waqt’, collaborations and resilience

Eddy Maroun reflects on how music can move beyond entertainment, serving as a channel for connection, resilience, and a sense of unity that resonates far beyond the track itself.

Neesha Salian
Neesha Salian

30 April, 2026

Anghami’s Eddy Maroun on ‘Aktar Men Ayya Waqt’, collaborations and resilience
Images: Supplied

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Article Summary
Anghami orchestrated "Aktar Men Ayya Waqt", a pan-Arab collaboration reflecting a shared cultural moment. The streaming service connected artists from the Levant and Gulf rapidly, overcoming production challenges and regional tensions. Anghami Studios facilitated the project, blending Levantine and Khaleeji influences to represent a broader Arab identity and promote unity.

In a region often defined by its diversity of voices, sounds, and stories, bringing artists together under a single creative vision is no small feat, especially when the timing carries emotional weight. With Aktar Men Ayya Waqt, Anghami stepped beyond its role as a streaming service to orchestrate a cross-regional collaboration that reflects a shared cultural moment.

Launched on Anghami earlier this month, the track brought together voices from across the Middle East, featuring AbdulAziz Louis, Aseel Hameem, Bader AlShuaibi, Ghaliaa, Jaber Al Turki, Salim Assaf, and Sultan Khalifa.

In this conversation, Eddy Maroun, co-founder of Anghami, unpacks how the platform moved quickly to bring the project to life as an Anghami Original, connecting talent from across the Levant and the Gulf within a matter of days. He explains the realities of producing a multi-country track under pressure, the balance between creative direction and artistic individuality, and why this release signals a broader shift toward more structured pan-Arab collaborations.

At a time when the region is navigating complex emotions, Maroun also reflects on how music can move beyond entertainment, serving as a channel for connection, resilience, and a sense of unity that resonates far beyond the track itself.

For Anghami, this project is positioned as artist-led, but what role did the platform really play in shaping and accelerating the collaboration?

While the project is artist-led in spirit, it was very much initiated and brought to life by Anghami as an ‘Anghami Original’. Anghami is much more than a music streaming platform; it’s a complete music ecosystem, and this project reflects the breadth of what we do across production, distribution, live events, licensing, and even music strategies for brands.

Through Anghami Studios, we built and executed this collaboration end-to-end as a full in-house production, from concept development to connecting songwriters across the Levant and the Gulf, aligning artists, and overseeing both the music and video production process.

What made this particularly impactful was how quickly we were able to move – we went from concept to a fully realised release in under two weeks, without compromising on quality or scale. We’re deeply grateful to all the artists who participated in this project and contributed so generously with their time and talent to bring the vision to life.

More importantly, this isn’t a one-off initiative. We’ve done this before, with projects like ‘The Sound of Beirut’ in 2020, where we similarly stepped in to support music-led responses to a wider public moment. This is part of how we aim to bring together talent, culture, and brands in a way that’s both efficient and creatively meaningful.

This track was executed across multiple countries in a short time. What were the biggest challenges in making a cross-regional track actually come together cohesively?
The biggest challenge was orchestrating a seamless production under a very challenging and fast-moving set of circumstances across the region. We weren’t just working against tight timelines; artists were navigating real-world conditions on the ground, from regional tensions to extreme weather, yet still made the effort to get into studios, record their sessions, and film their parts for the final clip – which speaks volumes about their commitment to the project.

What made this possible, however, was a very deliberate and proactive approach from our side. Anghami is well-positioned as a connector across fragmented markets, with an existing network of artists, producers, and studios across the region, supported by the infrastructure needed to mobilise quickly, including Anghami Studios as a full in-house production arm, enabling us to move from concept to execution with a high level of in-house coordination.

Beyond logistics, we were also mindful of the timing and the wider context. We closely monitored what was happening across the region to ensure the release would feel respectful and appropriate, rather than feel like just another track. Bringing everything together within such a tight window required constant alignment across markets, but that ability to move fluidly across borders is something we’ve built into how we operate, which is very much a core strength of our model.

Do you see Aktar Men Ayya Waqt as a one-off cultural moment, or the start of a more structured wave of pan-Arab collaborations?

This is definitely not a one-off cultural moment. If anything, it sets the foundation for a more structured and intentional approach to pan-Arab collaborations, reflecting a shift from isolated initiatives towards a more repeatable way of working.

Through Anghami Studios, we’re building a framework that consistently brings together artists, producers, and brands across the region in a creatively meaningful way.

More broadly, this sits within our role in shaping a more connected and collaborative Arab music landscape, creating projects that reflect both the diversity of the region and the shared cultural pulse.

For the artists, with so many voices and styles involved, how did you avoid creative clashes and arrive at a unified sound?

That was one of the most important and challenging aspects of the project. It wasn’t just about blending voices, but also different dialects, tones, and musical styles in a way that felt authentic to each artist while still serving a unified track.

Beyond coordination, Anghami played an active role as a creative producer on the project. We worked very closely with all contributors throughout the process, providing creative direction to ensure that both Levantine and Khaleeji influences complemented each other. A lot of attention went into the structure and harmonisation, especially in the chorus, to create a sound that felt cohesive while still allowing each artist’s identity to come through.

Ultimately, our role was about shaping the overall musical direction while preserving artistic individuality, and that balance is what allowed the diversity to become the project’s strongest asset.

The song blends Levantine and Khaleeji influences. How intentional was that in representing a broader Arab identity rather than individual markets?

It was very intentional. From the beginning, the goal was to reflect a broader Arab identity rather than focus on individual markets.

This was also guided by Anghami’s understanding of listening habits and cultural consumption patterns across the region. We continuously look at how audiences engage with different dialects, genres, and cross-market collaborations, which helped inform both the timing and the creative direction of the track to ensure it would land in a way that feels authentic.

Even with the challenges we faced in securing artist availability due to ongoing circumstances, we made a conscious effort to bring together a diverse mix of voices from across the region. This diversity is what gives the track its depth and authenticity and reinforces Anghami’s role as a cultural bridge connecting different parts of the Arab world through music.

The track has since reached approximately six million streams across platforms, which speaks to how strongly it connected with listeners beyond its initial release moment.

At a time when the region is going through a lot emotionally, do you see this track as purely artistic expression, or does it carry a deeper message about unity and resilience?

It goes beyond artistic expression. The track captures a shared emotional moment across the region, bringing together different voices, perspectives, and experiences into one unified narrative.

At its core, it’s about connection. Music has always been a natural way to bridge distance and differences, and this project shows that in a very tangible way. Through Anghami, we’re able to help make that connection possible, bringing artists and audiences across borders into a shared cultural moment in a way that wouldn’t otherwise be possible.

In that sense, it becomes more than a collaboration; it’s a collective expression of empathy, resilience, and closeness during a time when those sentiments are deeply felt across the region.

Mass General Brigham’s Chris Coburn on turning healthcare transformation into real-world outcomes

Coburn’s message is straightforward: the future of healthcare will not be defined by how much technology is deployed, but by how effectively it is integrated into everyday care

Neesha Salian
Neesha Salian

29 April, 2026

Mass General Brigham’s Chris Coburn on turning healthcare transformation into real-world outcomes
Image courtesy: MGB

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Article Summary
GCC healthcare systems are rapidly transforming, prioritising prevention and digital integration. Chris Coburn emphasises that execution, not ambition, is key. Aligning clinical leadership, governance, and operating models is crucial for tangible results. Moving beyond AI pilots requires enterprise-wide governance, clinician ownership, and operating model redesign to ensure effective integration and improved patient outcomes.
Healthcare systems are entering a decisive phase, one where ambition is no longer the constraint, but execution is. Across the Gulf, governments are moving quickly to redesign care models around prevention, digital integration, and measurable outcomes, in many ways leapfrogging legacy-heavy systems elsewhere.
The result is a region that is not just catching up, but actively shaping what future-ready healthcare could look like at scale.

In this conversation, Chris Coburn, chief innovation officer at Mass General Brigham, breaks down what it actually takes to turn large-scale transformation into tangible results.

Drawing on the organisation’s experience in integrating care delivery, research, and data systems, he explains why aligning clinical leadership, governance, and operating models is the difference between a strategy that sounds good on paper and systems that deliver real outcomes.

From the challenge of scaling AI beyond pilot projects to the role of clinically embedded innovation models like MESH, Coburn offers a grounded view of where health systems tend to fall short, and what leaders in the GCC need to prioritise next.

Coburn’s message is straightforward: the future of healthcare will not be defined by how much technology is deployed, but by how effectively it is integrated into everyday care.

Chris Coburn/ image courtesy: MGB

How does the rapid transformation underway in the GCC reflect broader global shifts in healthcare system design?

The transformation underway in the GCC reflects a broader global inflexion point in healthcare. Across many mature systems, change is constrained by legacy infrastructure and fragmented governance. In contrast, several GCC countries are building at a national scale with a systems-first mindset.

Governments across the region are redesigning care around prevention, precision medicine, digital integration and value-based outcomes, creating a rare opportunity to architect healthcare for the future. Experience from integrated academic systems, including institutions such as Mass General Brigham, shows that sustainable progress requires alignment across care delivery, research, education, and data governance.

Transformation at this scale requires more than structural redesign; it demands system integration and long-term institutional capability-building. Across the region, this means developing sustainable models and designing future-ready hospitals and networks where clinical care, research, education, and digital infrastructure are intentionally and structurally connected.

The GCC’s transformation is therefore not simply regional. It represents a live example of how future health systems can be architected deliberately rather than incrementally.

When health systems pursue large-scale transformation, what typically determines whether ambition translates into measurable improvement?

Across health systems globally, the challenge is rarely ambition but execution. Vision must be translated into aligned workflows, measurable outcomes and a consistent patient experience through disciplined implementation and governance.

Mass General Brigham has spent the past several years advancing its own system integration journey, connecting academic medical centres, speciality hospitals, community sites, and care delivery platforms within a coordinated network. That experience has reinforced a central lesson: structures that align research, speciality expertise, data infrastructure, and frontline care are what enable strategy to move beyond aspiration and into measurable impact for patients.

Execution improves when strategy, data and clinical leadership advance together. That alignment allows systems to move from incremental improvement to sustainable, benchmarked performance.

Many health systems are investing heavily in AI and digital health, yet struggle to move beyond pilots. From Mass General Brigham’s experience, what governance, clinical leadership and operating model shifts are needed to embed innovation into everyday care delivery?

From our experience, moving beyond pilots requires three shifts: governance, clinical ownership and operating model redesign.

First, governance must be enterprise-wide. AI cannot live in an innovation lab. It needs clear data standards, privacy guardrails and clinical validation. If it does not improve outcomes, safety or efficiency, it does not scale.

Second, clinicians must lead. Innovation fails when it feels imposed. It succeeds when physicians design it, test it and refine it. AI should reduce cognitive burden and free up time with patients, not add complexity. A clear example is Mass General Brigham’s ambient clinical documentation initiative. What began in July 2023 as a proof-of-concept pilot involving 18 physicians expanded to more than 800 providers within a year, and today more than 3,000 physicians routinely use the technology.

The expansion was not driven by technology enthusiasm alone. It scaled because clinicians validated that it reduced documentation burden, restored time for patient interaction and improved note quality. Clinical ownership accelerated adoption and ensured the tool enhanced rather than disrupted care delivery.

Third, the operating model has to evolve. You cannot layer AI onto legacy workflows. Care pathways, incentives and performance measurement must adapt so innovation becomes part of everyday delivery.

The hospital of the future is not defined by how much technology it deploys. It is defined by how seamlessly intelligence is integrated into care delivery. Predictive tools that surface risk before symptoms escalate. Ambient systems that remove documentation burden. Connected platforms that extend care beyond hospital walls. When governance is strong, clinicians lead, and the operating model evolves, innovation stops being a pilot and becomes the standard of care.

The MESH incubator model is designed to take healthcare ideas from concept to real-world implementation. What differentiates this clinically embedded approach from traditional innovation labs, and why does it matter for measurable outcomes?

At the recent WHX 2026, Mass General Brigham’s Healthcare Innovation Acceleration Day, powered by the MESH Incubator, focused not on theoretical pilots but on operationalising innovation within real health systems.

Unlike conventional labs that may generate promising ideas at a distance from care delivery, the MESH Incubator is embedded within one of the largest integrated academic health systems. Projects are shaped, tested and refined within real clinical environments, aligned with physician workflows, regulatory requirements and patient safety standards from the outset.

Because innovation occurs within a system managing complex patient care at scale, feasibility, governance, privacy and operational sustainability are built into the design process. This significantly reduces the gap between prototype and implementation, where many traditional innovation efforts stall.

Equally important, MESH invests in clinician capability. Through structured innovation programs and hands-on mentorship, physicians and researchers are equipped to move ideas from concept to scalable solutions.

Ultimately, innovation succeeds when it is embedded in the same ecosystem that delivers care, which is what transforms promising ideas into accountable, outcomes-driven impact.

Image: Supplied

What capabilities should GCC healthcare leaders prioritise over the next 12–18 months to ensure innovation, AI and digital health investments translate into sustained, system-wide impact?

Three priorities stand out:

First, AI governance needs to mature at the same pace as AI adoption. Innovation moves fast. Oversight must move just as fast. That means clear accountability, defined clinical ownership and strong data stewardship frameworks that protect patients while enabling responsible scale.

Second, invest in digital fluency. Clinicians and executives need to understand how AI works, how it is validated and how it affects workflow, reimbursement and risk.

Third, anchor innovation to outcomes. AI is not valuable because it is novel. It is valuable when it measurably improves patient outcomes, operational efficiency and system performance.

The systems that integrate research, digital infrastructure and care delivery into one coordinated architecture will define the future of healthcare. The rest will continue piloting.

Riyadh Air flights quietly go on sale ahead of launch

Tickets for the Saudi start-up’s Riyadh–London route are already bookable through third-party platforms, despite no formal sales announcement

Gareth van Zyl
Gareth van Zyl

29 April, 2026

Riyadh Air flights quietly go on sale ahead of launch

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Riyadh Air flights between the Saudi capital and London Heathrow have quietly gone on sale to the public through online travel agencies (OTAs), in a move that appears to pre-empt the airline’s official commercial launch.

The listings were first identified by Skift, which found the flights available on platforms including Trip.com and Skyscanner, with bookings routed through third-party sellers such as Fly Sharp, BudgetAir and Carlton Leisure.

Independent checks by Gulf Business confirm the same availability via Skyscanner, where return fares are currently listed from around Dhs2,668. The flights appear under the codes RX401 and RX402 — the same numbers previously used by the airline for its invite-only operational readiness services, which was first launched in October last year.

Flight details as seen on Skyscanner, allowing passengers to now book on Riyadh Air on flights to London.

The availability is notable because Riyadh Air has not formally announced the opening of ticket sales.

Skift reported that a full booking completed via Trip.com was successfully processed, with instant confirmation and a valid passenger name record (PNR) issued shortly after payment. This suggests the inventory is live and connected to global distribution systems, rather than a display error.

The emergence of publicly bookable tickets via OTAs suggests that the airline may be accelerating its transition from testing phase to commercial rollout, or that distribution channels have gone live ahead of a coordinated announcement.

Riyadh Air, backed by Saudi Arabia’s Public Investment Fund (PIF), is one of the kingdom’s flagship aviation projects under Vision 2030. The carrier aims to serve more than 100 destinations by the end of the decade as Saudi Arabia positions Riyadh as a global aviation hub.

Riyadh Air partners with major Asian airlines

Etihad’s new codeshare opens single ticket access to Southeast Asian country

Etihad guests can access Air Cambodia’s Vietnam network through the airlines’ interline partnership, opening further travel options across Southeast Asia

Nida Sohail
Nida Sohail

29 April, 2026

Etihad’s new codeshare opens single ticket access to Southeast Asian country

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Etihad Airways and Air Cambodia have launched a codeshare partnership aimed at improving connectivity between Abu Dhabi and Cambodia, giving travellers easier access to Siem Reap and the Angkor Wat temple complex.

Through the agreement, Etihad customers can book flights across its network to Siem Reap via Phnom Penh on a single ticket, with baggage checked through to the final destination. The partnership also expands access to Siem Reap’s night markets, Khmer cuisine, and cultural experiences. Air Cambodia passengers will also be able to book Etihad’s service between Phnom Penh and Abu Dhabi, an Etihad news report said.

Executives highlight growing demand

Arik De, chief revenue and commercial officer at Etihad Airways, said, “Cambodia is an important and growing market within our network, with increasing demand for travel to and from the destination. This partnership with Air Cambodia enables us to extend that reach, providing our guests with seamless access between Siem Reap and the wider region through a single booking via Abu Dhabi.”

Read more-Etihad goes big on China with 5 new cities, 28 weekly flights added

Eng Molina, chief commercial officer at Air Cambodia, said, “This partnership with Etihad strengthens connections between Southeast Asia and the Middle East. Our passengers gain direct access to Abu Dhabi, an important hub for business, trade, and tourism, while Etihad’s customers can explore Cambodia’s rich cultural heritage. We look forward to welcoming more visitors to discover the wonders of Angkor Wat and beyond.”

Additionally, Etihad guests can access Air Cambodia’s Vietnam network through the airlines’ interline partnership, opening further travel options across Southeast Asia, including Ho Chi Minh City, Da Nang and Phu Quoc.

Etihad launched flights to Phnom Penh in October 2025 between Abu Dhabi and the Cambodian capital.

Gold slips as oil prices fuel inflation fears ahead of Fed rate decision

Efforts to end the Iran conflict were at an impasse, with US President Donald Trump unhappy with the latest proposal from Tehran, and urging Iran to ‘get smart soon’ and sign a deal

Reuters
Reuters

29 April, 2026

Gold slips as oil prices fuel inflation fears ahead of Fed rate decision

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Gold prices slipped on Wednesday, as rising oil prices fuelled concerns of persistent inflation and markets waited to hear from US Federal Reserve Chair Jerome Powell as they assessed the future path of interest rates.

Spot gold was down 0.6 per cent at $4,567.56 per ounce at 1058 GMT, after falling to its lowest level since April 2 in the previous session. US gold futures for June delivery fell 0.6 per cent to $4,580.80.

Efforts to end the Iran conflict were at an impasse, with US President Donald Trump unhappy with the latest proposal from Tehran, and urging Iran to ‘get smart soon’ and sign a deal.

Read more-Gold hits three-week low with US-Iran talks, central bank decisions in focus

“Market sentiment has shifted toward skepticism regarding a potential US-Iran agreement, reinforcing the ‘higher-for-longer’ interest rate narrative,” said Zain Vawda, analyst at MarketPulse by OANDA.

The Fed is widely expected to leave interest rates unchanged at the end of its two-day meeting later today, while investors will be keen to hear whether the central bank is looking at hiking rates later this year if inflation accelerates.

High interest rates weigh on gold’s attractiveness as it’s a non-yielding asset.

“Gold remains acutely sensitive to this shifting rate environment, which inflationary pressures from rising oil prices are currently exacerbating,” Vawda said, adding that if the US and Iran can reach a swift deal, bulls could return and push gold to finish the year between $5,300 and $5,500/oz.

Oil prices extended gains, as markets assessed a report stating that the US will extend its blockade of Iranian ports, likely prolonging supply disruptions from the Middle East.

Global gold demand rose 2% year-on-year in the first quarter of 2026 as a surge in purchases of gold bars and coins, along with an increase in buying by central banks, offset a 23% decline in jewellery demand, the World Gold Council said on Wednesday.

Trump urges Iran to sign a deal after report suggests US may extend blockade

The Wall Street Journal cited US officials as saying the president had instructed aides to prepare for an extended blockade of Iran’s ports in a bid to force Tehran to capitulate

Reuters
Reuters

29 April, 2026

Trump urges Iran to sign a deal after report suggests US may extend blockade

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US President Donald Trump on Wednesday urged Iran to ‘get smart soon’ and sign a deal, following days of deadlock in efforts to end the conflict and a media report that the US would extend its blockade of Iran’s ports.

In a post on Truth Social, Trump, who has said Iran can call if it wants to talk and has stressed repeatedly Tehran cannot have a nuclear weapon, said the country ‘couldn’t get its act together.’

The Wall Street Journal cited US officials as saying the president had instructed aides to prepare for an extended blockade of Iran’s ports in a bid to force Tehran to capitulate.

Officials said that Trump had opted to continue squeezing Iran’s economy and oil exports with the blockade as his other options, resuming bombing or walking away from the conflict, carried more risk, according to the WSJ.

“They don’t know how to sign a nonnuclear deal. They’d better get smart soon!” Trump said in the post on Wednesday, without explaining what such a deal would entail.

Read more-Trump unhappy with Iran’s latest proposal to end the war, nuclear talks put on hold

Iran wants some kind of US acknowledgment of its right to enrich uranium for what it says are peaceful, civilian purposes.

It has a stockpile of roughly 440 kilogrammes (970 pounds) of uranium enriched to 60 per cent, material that could be used for several nuclear weapons if further enriched.

Iranian officials said on Tuesday the country could withstand the blockade as it was using alternative trade routes, and the Islamic Republic did not consider the conflict over.

The conflict has killed thousands, thrown energy markets into turmoil and disrupted global trade routes.

Iran wants formal end to conflict first

Iran’s most recent offer for resolving the two-month war, suspended since April 8 under a ceasefire agreement, would set aside discussion of its nuclear programme until the conflict is formally ended and shipping issues resolved.

That proposal did not meet Trump’s demand to have the nuclear issue discussed from the outset, however.

US intelligence agencies, at the request of senior administration officials, are studying how Iran would respond if Trump were to declare a unilateral victory in the two-month-old war that has become a political liability for the White House, two US officials and a person familiar with the matter told Reuters.

Tehran has largely blocked all shipping apart from its own from the Gulf through the Strait of Hormuz, a chokepoint for global energy supplies, since the war began on February 28. This month, the US began blockading Iranian ships.

Trump’s Truth Social post featured a mock-up image of himself in dark glasses and wielding a machine gun with the caption “No more Mr. Nice Guy.”

Iran’s guards take greater role

Hopes of a swift resolution to the conflict have receded since Trump last weekend scrapped a visit by his special envoy Steve Witkoff and son-in-law Jared Kushner to mediator Pakistan.

Iranian Foreign Minister Abbas Araqchi visited the country twice during the weekend.

Since several senior Iranian political and military figures were killed in US-Israeli strikes, Iran no longer has a single, undisputed arbiter at the pinnacle of power, which may be hardening Tehran’s negotiating stance.

The killing of Ayatollah Ali Khamenei on the first day of the war, and the elevation of his wounded son, Mojtaba, to replace him as supreme leader, has handed more power to hardline commanders of the Islamic Revolutionary Guard Corps, Iranian officials and analysts say.

Trump is under domestic pressure to end a war for which he has given the US public shifting rationales. His approval rating fell to the lowest level of his current term, as Americans increasingly soured on his handling of the cost of living and the unpopular war, according to a Reuters/Ipsos poll. The poll showed 34 per cent of Americans approve of Trump’s performance, down from 36 per cent in the prior survey.

Oil prices rose nearly 3 per cent on Wednesday, with the Brent contract hitting a one-month high, on concerns that an extended blockade of Iranian ports would prolong supply disruptions.

The World Bank on Tuesday forecast energy prices would surge by 24 per cent in 2026 to their highest level since Russia’s full-scale invasion of Ukraine four years ago, if the most acute disruptions caused by the Iran war end in May.

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