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‘Worth and validation are two different things’: Neel Khokhani on art and entrepreneurship

The entrepreneur talks about worth versus validation, the canon as a market artefact, and the quiet ambition behind an art collection built entirely outside the gate

Neesha Salian
Neesha Salian

17 August, 2026

‘Worth and validation are two different things’: Neel Khokhani on art and entrepreneurship
Image: LinkedIn

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The entrepreneur turned art patron on building The Epochal Collection outside the New York–London axis and why conviction, held longer than others can stomach, is the only real edge, in art as in markets.

For most of the very wealthy, art is a receipt, a validated name, bought at a validated price, hung as proof of a net worth. Neel Khokhani finds that model not just uninteresting but backwards. The riskiest trade in the room, he argues, is buying consensus at the moment it is most expensive.

Khokhani is an entrepreneur turned patron, a son of the Gujarati mercantile diaspora who built two companies without a dollar of outside capital before turning the same instinct on the art world. Through The Epochal Collection, run out of Dubai, he backs the artists the establishment has yet to reach, women, indigenous narratives and the voices of the Global South, on the conviction that their work is underpriced by a distribution gap, not a quality one. He calls himself a patron rather than a collector, and measures success not by mark-to-market but by whether an artist’s practice deepened because someone believed in it early.

He believes that legitimacy in art is conferred by a small, geographically concentrated apparatus clustered in two cities — and that Dubai, a genuine crossroads of the Global South, offers a clearer view of what actually matters than the New York–London echo chamber ever could. He spoke to Gulf Business about worth versus validation, the canon as a market artefact, and the quiet ambition behind a collection built entirely outside the gate.

You operate in a world of entrepreneurship, art, and finance, where status and gatekeeping are the currency. Yet you’ve built your collection around the opposite: celebrating voices the establishment ignores. Where does that contrarian conviction come from?
I’d push back gently on the word contrarian, because it implies I’m reacting against something. I’m not. I’m Gujarati. I come from one of the great mercantile diasporas, a people who for generations left home with nothing, settled wherever opportunity was, and built enterprises from the outside in.

When that’s your inheritance, you don’t grow up believing the people sitting inside the institution are the ones who decide what has value. You grow up knowing that value is something you recognise and back yourself, often long before the establishment shows up to agree. Worth and validation are two different things, and the gap between them is where everything interesting lives.

So this was never shaken out of me by a single event. It’s the lens I was handed. I then spent two decades building companies that nobody underwrote, and the art simply runs on the same operating system: back the thing that’s real before the room agrees it’s real.

Most collectors play it safe. You’re betting on artists the market hasn’t validated and narratives the establishment has buried. Where does that fearlessness come from entrepreneurial risk-taking, moral conviction, or something else?
It isn’t fearlessness. It’s a different reading of where the risk actually sits. The market thinks the safe move is buying a validated name at a validated price. To me, that’s the riskiest thing you can do, because you’re buying consensus at the moment consensus is most expensive. You’ve imported everyone else’s conviction and paid a premium for it.

I built two businesses without a dollar of external capital. That teaches you that conviction is only worth anything when you hold it before the crowd does. The entrepreneurial instinct and the moral one aren’t separate here. Patronage, backing a person whose work you believe in, early, when it costs you something — is both an act of judgement and an act of belief. I’d rather be wrong on my own conviction than right on someone else’s.

You’re deliberately building outside the NYC–London establishment. Is Epochal a business investment, a cultural statement, or both? And if both, how do you measure success when those pull in different directions?
Both, but patronage leads and the financial dimension follows. I’m a patron, not a collector. I’m career-stage agnostic, and I buy the artist and the idea, not the trophy.

You’re right that the two can pull apart, and I refuse to pretend they don’t. So I don’t measure success by mark-to-market. I measure it by three things. Did the artist’s practice deepen because someone believed in it? Did the institutions eventually arrive at the work I arrived at first? And does the piece still hold me years after the purchase? If a work appreciates but fails all three, I consider it a failed acquisition. If it never appreciates but the artist’s voice matters more because of the support, that’s a win. The financial return, when it comes, is the byproduct of being right early, not the objective.

Most collectors use art as a trophy for wealth. You’ve rejected that. What changed in how you think about collecting, and when did you realise the gatekeepers were wrong about whose work matters?
The trophy model is fundamentally about the owner, not the work. The art is just a receipt for a net worth. Once you see that, you can’t unsee it.

What changed for me was understanding that the canon is a market artefact, not a meritocracy. The names everyone treats as self-evidently important became important through a distribution machine: a handful of galleries, fairs, critics and museums clustered in two cities. That’s not a talent filter; it’s a distribution filter. The talent was always everywhere. The access wasn’t. The day that clicked, the question stopped being “who does the establishment rate?” and became “whose work is undeniable that the establishment simply hasn’t gotten to yet?” That’s a far more honest question, and a far more interesting one.

You back underrepresented artists, women, indigenous narratives, global voices, at a time when their valuations are a fraction of established names. Walk us through the thesis: where are these artists in 10 years?
The thesis is straightforward. These works are underpriced because of a distribution gap, not a quality gap. The market follows institutional validation with a lag: things like museum acquisitions, biennial inclusion, serious scholarship, and right now the institutions are actively rewriting the canon to include exactly the voices that were peripheralised. The scholarship is moving faster than the prices.

So my view isn’t that these artists will be re-rated because of a trend. It’s that the work was always significant, and the apparatus that confers “significance” is finally catching up to reality. Where are they in ten years? Many of them will be in the permanent collections and the art-historical conversation, and the entry point that exists today won’t. But I’d rather you held me to the patronage standard than a price target. I’m not running a fund off this. The re-rating is the consequence of the conviction being correct, not the reason for it.

Why Dubai? The Gulf lacks the institutional weight of London or New York. What does being outside the traditional capitals let you see that the gatekeepers miss?
Distance from consensus is an informational edge. It’s true in markets and in art. Sitting inside the New York and London echo chambers, you mostly see what those chambers have already decided to look at.

Dubai is a genuine crossroads of the Global South. The human and capital flows of South Asia, Africa and the Middle East all pass through here. From this vantage point, the artists and narratives that those two cities treat as peripheral are simply central. They’re the work that’s around me. So I’m not straining to be inclusive. I’m reporting honestly on what the world actually looks like from a place the old map drew as the edge. The gatekeepers aren’t missing these voices because they’re hostile to them. They’re missing them because of where they’re standing.

You support artists like Kent Monkman, whose work challenges Western narratives. How does that conviction shape your acquisitions, and where is it taking the collection?
What I respond to in an artist like Monkman is that he doesn’t decorate around the colonial canon. He occupies its own forms and turns them inside out. He paints history painting, the most authoritative European genre, and uses it to re-narrate who holds the power and whose story gets told. That’s not protest art. It’s a reclamation of the machinery of legitimacy itself.

That’s the filter for me. I want work that re-narrates power, not work that merely depicts a subject. It runs through the whole collection: migration and decolonial identity, women’s interiority, ancestral time set against the digital frontier. Where it’s taking me is deeper into that territory, toward voices that hold the long memory of a people in one hand and the technological present in the other. The collection isn’t a set of objects. It’s an argument about whose stories the future will be built on.

Picture credits: T R A C E Y E M I N B . 1 9 6 3 , U N I T E D K I N G D O M The Last Great Adventure is you Date 2014 Medium Neon Dimensions Edition 74.5 x 188 x 5 cm. | 29.3 x 74 x 2 in. This work is number 1 from an edition of 3 Provenance White Cube, London K E N T M O N K M A N B . 1 9 6 5 , C A N A D A Recumbent Dandies Observe the Perils of the Games Date 2008 Medium Dimensions Maker's marks Provenance Current location Acrylic on canvas in artist's frame 202.6 x 172.7 cm. | 79.8 x 68 in. Signed and dated
 Image courtesy: Neel Khokani

If you could compel the art world to change one thing – who gets collected, how art is priced, or who decides what matters – what would it be? And is Epochal your answer to that?
Who gets to decide what matters. The other two problems are downstream of it. Right now, legitimacy is conferred by a remarkably small, geographically concentrated apparatus, and merit has to route through it to be seen. I’d decouple the two, and let significance be determined by the work and the communities it speaks to, not by proximity to two postcodes.

And yes, Epochal is a small proof of concept for exactly that. One collection can’t reform an industry. But it can demonstrate that you can build something coherent and serious entirely outside the validating institutions, and that the gatekeepers were never actually necessary to recognise great work. If enough people build that way, the gate stops mattering. That’s the quiet ambition.

As traditional asset classes get more volatile, are you seeing more capital move into art and collectables as alternative investments? What’s driving it?
I should be clear about my seat. I run a family office, and I’m a patron, not an art advisor with a client book, so I’ll speak to what I observe rather than pretend to a vantage I don’t have.

Yes, the flow is real. In a world of fiat debasement, sticky inflation and volatile beta, capital looks for stores of value that aren’t correlated to the screen — things like real assets, scarcity and passion assets. Three things are driving it: genuine diversification demand; the financialisation of the category through fractional and securitised platforms that lowered the entry barrier; and a generational handover where wealth wants meaning, not just yield. But I’d add a caution most won’t.

Art is a poor liquidity instrument, and the investment case is routinely oversold. The honest version is that it’s a real asset that happens to be beautiful, not a beautiful thing that happens to be a great trade.

What makes art a compelling investment, and how do you separate lasting value from market hype?
Lasting value has an institutional substrate beneath it: serious scholarship, museum interest, a defensible place in an actual art-historical conversation, real scarcity, clean provenance. Ask the simple question — why will this matter in fifty years? If the answer is about the work and the artist’s position in the story of art, that’s value. If the answer is about momentum, you’re looking at hype.

Hype has a signature: social-media velocity, prices set by flippers rather than collectors, a vertical run with no institutional validation underneath it, and an artist whose market is bigger than their body of work. Those works are priced on attention, and attention is the most mean-reverting asset there is. Durable value is slow, boring and underwritten by people who write catalogues rather than chase auctions.

What are the biggest misconceptions first-time buyers have, especially those coming in with financial rather than aesthetic motives?
The biggest is the liquidity illusion. They assume they can exit when they want, at the market price. You can’t. The spread is brutal, and the timeline is measured in years. Second, they confuse names with returns — a blue-chip name bought at the top is a worse holding than a real work bought with conviction. Third, they ignore the carry: insurance, storage, transport, handling, the auction house’s double-sided take. Fourth, survivorship bias — they see the headline sales and not the enormous base of work that went nowhere.

The deepest misconception, though, is that art can be treated as a passive financial asset at all. The moment you buy it purely as an instrument, you tend to buy badly, because you stop exercising the only judgement that actually protects you, which is whether the work is any good.

Advice for those looking to invest in art and get it right?
Buy what you’d be content to own forever if it never appreciated a dollar. That single rule eliminates most bad decisions, because it forces real conviction rather than borrowed conviction. Then do the work: primary-source diligence on the artist, the gallery, the provenance, the institutional trajectory. Don’t buy from auction headlines. Build relationships with the galleries and the people who actually know the practice.

Collect a thesis, not a shopping list. A coherent point of view compounds in a way that a scatter of trophies never will. Concentrate where your conviction is highest and ignore the secondary-market casino. And be patient to a degree that feels uncomfortable. The returns, when they come, are the reward for being early and being right, not for being clever or quick. In art, as in markets, the edge is conviction held longer than other people can stomach.

DTEK’s CEO shares lessons from the front line of energy security

DTEK’s CEO Maxim Timchenko talks about about what most operators still underestimate, and the four priorities every energy leader should be acting on now

Neesha Salian
Neesha Salian

15 August, 2026

DTEK’s CEO shares lessons from the front line of energy security
Image: Supplied

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Few energy companies have been tested like DTEK. Since 2022, Ukraine’s largest private power producer has watched its power stations, grids and gas installations being compromised regularly because of the crisis impacting the country — and rebuilt them, repeatedly. As a result, the company has acquired hard operational knowledge: how to protect critical infrastructure, how to recover from strikes in days rather than months, and how to keep a grid standing when parts of it are gone.

That knowledge now travels. As Gulf economies invest at scale in smart grids, renewables and digital infrastructure, and as energy security climbs the agenda worldwide, DTEK‘s CEO Maxim Timchenko speaks to Gulf Business about what most operators still underestimate, and the four priorities every energy leader should be acting on now.

Ukraine’s energy infrastructure has faced sustained disruption over the past few years. What are the biggest operational lessons your company has learned about protecting critical infrastructure under extreme pressure?

The first strikes in 2022 were a shock. Today, an asset can be hit repeatedly and still return to service. We are better prepared with stronger protection, and work closely with government, military and industry partners. We have learned how to keep the lights on.

We have learnt that the key to resilience is not whether you can stop every attack, but how quickly you can recover. We now restore infrastructure as quickly as anyone in the world. This is about planning, understanding your points of vulnerability, having spare parts in place and trained teams ready to go, and having support mechanisms at both national and international levels. We could not do this without the support of our partners abroad.

Many Gulf economies are heavily reliant on uninterrupted energy exports and stable utilities networks. From your experience, where do regional governments and companies tend to underestimate vulnerabilities in their energy systems?

A big part of the challenge is the principles on which energy systems are built. Traditionally, most were designed to maximise efficiency and scale, minimise cost and reduce complexity. Ukraine’s experience, and the questions many operators are now asking themselves, show how vulnerable large and centralised assets can be. A single disruption at a major power station can affect electricity supply across a wide area.

From the first days of the crisis, Ukraine realised it had to decentralise rapidly, spreading generation across smaller assets like gas turbines, wind farms, battery storage and rooftop solar. These are more difficult to disable in a single event, and many can be repaired within days, rather than the months or years needed to restore a large thermal unit.

Operators globally have also increasingly minimised their spare equipment stockpiles in the name of efficiency. But to create a resilient system, these ‘redundancies’ are critical.

It’s a mindset shift that the entire sector must go through: energy security must now be treated as a core priority.

Beyond physical protection, how important are speed of recovery and operational continuity when infrastructure is disrupted? What systems has DTEK put in place to restore operations quickly?

Speed of recovery is as critical as protection itself, because no system can prevent every incident. Since 2022, we have lost a large proportion of our generation capacity three times. Each time we have rebuilt it almost completely. Recovery speed, in the end, is what determines whether a system holds.

We coordinate restoration through a dedicated central planning team that works around the clock, monitoring our supply chains, speaking with donors and organising resources and manpower where they are needed most. Behind this is our workforce of 55,000 people. We invest heavily in training our engineers and, if necessary, can move hundreds or thousands of employees at short notice. Having so many people ready and willing to restore power under difficult conditions is extraordinary, and it is what makes recovery possible.

Last winter was the ultimate test. Some of our power stations were out of service in temperatures of -25C, and Ukrainians faced extended power cuts. But the system held thanks to the operational resilience of our sector.

The Gulf is investing heavily in smart grids, renewables and digital infrastructure. Does greater digitalisation improve resilience, or can it also create new vulnerabilities that companies need to prepare for?

There are pros and cons, but overall digitalisation gives defenders an edge by making us faster, smarter and more adaptable, even as the threats evolve.

For example, we use AI to counter cyberattacks, and to speed up response times, connect our teams and identify weaknesses.

Gulf countries’ investment in smart grids is also a wise move. In Ukraine, critical nodes across the grid have been targeted repeatedly, and in 2022 the country came close to a nationwide blackout. Smart grids create firewalls to stop the fallout from a single failure cascading through the system. They also help us harness energy from a wider array of generation sources like wind farms and solar, which has a direct benefit in terms of energy security. The system DTEK is building around Kyiv today can detect problems earlier, isolate faults faster, and reroute power in seconds rather than hours.

For energy leaders in the Middle East watching global conflicts reshape risk planning, what practical steps should they be taking now to build more resilient power systems over the long term?

Any country thinking seriously about energy security needs to invest not only in protection, but in flexibility and readiness. Our experience points to four practical priorities.

First, people. You have to train your workforce – not just to operate assets but to manage crises. That means knowing how to take equipment offline safely, operate through a disruption and restart afterwards. Motivation is just as critical. People must believe recovery is possible, even after assets have been damaged one, two, three times.

Second, planning. Preparation starts with an honest assessment of vulnerabilities. Where are the chokepoints? Which components take the longest to replace? In our case, transformers are the most critical bottleneck, with 9-12 months of production lead times. That means planning and stocking up in advance and diversifying suppliers. At a global level, we have to start addressing the lack of manufacturing capacity to respond to these crises.

Third, protection. Physical protection works when it’s layered, from basic measures like sandbags and reinforced concrete, through to advanced air-defence systems and real-time coordination between plant managers and defence forces.

Fourth, partnership. Ukraine has come through the past four years thanks in large part to the support of our allies. Now it is time for us to pay back – to offer our knowledge, bring our technology and systems. We are already in dialogue with partners in the Gulf, and we are ready to share these practical insights with regional operators to strengthen our energy security together.

Dubai driver deliberately rams motorist twice at red lights. This is what happened next

A Dubai motorist has faced consequences after deliberately ramming another car twice before leaving the scene

Gulf Business
Gulf Business

15 August, 2026

Dubai driver deliberately rams motorist twice at red lights. This is what happened next

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A Dubai motorist has been fined Dhs10,000 and had his driving licence suspended for one year after deliberately ramming another vehicle twice and then leaving the scene of the incident.

The Dubai Traffic Court convicted the individual of dangerous driving and endangering the lives of others after hearing evidence that he intentionally struck the other vehicle on two separate occasions.

According to case records, the incident began when the victim stopped at a red traffic light and the defendant, driving an SUV, attempted to force his way into the lane from the left.

The victim told prosecutors that the defendant then deliberately struck the front of his car.

After the traffic light turned green, both vehicles moved a short distance before stopping at another red signal. The defendant then allegedly rammed the vehicle for a second time, this time hitting the driver’s-side door.

The victim asked the motorist to remain at the scene and complete a traffic accident report, but he refused and drove away before police arrived.

Defendant denied charge

The Public Prosecution referred the driver to court on charges of driving dangerously and failing to comply with traffic rules, arguing that his actions had damaged both vehicles and placed other road users at risk.

The defendant denied the allegation during the investigation and again before the court.

However, judges found the prosecution evidence convincing, including testimony from the victim and a female passenger who witnessed the incident.

The court said the witness accounts and other evidence contained in the case file were consistent and sufficiently established that the defendant had intentionally driven in a dangerous manner and struck the other vehicle twice.

It concluded that the conduct had endangered the lives of others, even though no physical injuries were reported.

While finding the driver guilty, the court said the circumstances of the case justified the use of leniency permitted under the law.

It imposed a Dhs10,000 fine and ordered the suspension of his driving licence for one year from the date the sentence is implemented.

The case highlights the potentially serious legal consequences of aggressive driving in Dubai, particularly where a vehicle is deliberately used to intimidate or strike another road user.

Trump quips Strait of Hormuz will soon become ‘US territory’

Donald Trump quipped that the Strait of Hormuz could soon become “US territory” as he defended higher fuel prices as part of the cost of confronting Iran

Reuters
Reuters

15 August, 2026

Trump quips Strait of Hormuz will soon become ‘US territory’

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President Donald Trump on Friday urged Americans to accept slightly higher gasoline prices as the cost of preventing Iran from obtaining a nuclear weapon and said he would soon declare the Strait of Hormuz a US territory.

The comments underscore the growing political risk for Trump as higher fuel prices collide with his campaign promise to lower energy costs, with Democrats already seeking to make the economic fallout from the Iran war an issue heading into the November midterm elections.

In a speech in Garden City, Trump said Americans who had to “pay a tiny little bit more for your gasoline” should remember that this was the cost of ensuring “a very evil country” could not have a nuclear weapon.

“What we’re doing is a great service for the world, not only for ourselves … and we’re really doing a great job,” said Trump, adding he would never apologise for attacking Iran.

Around roughly 20 per cent of global oil and LNG shipments usually pass through the Strait of Hormuz and the potential for long-term disruption has pushed up oil prices.

“After we finish defeating Iran … pretty soon I’ll be declaring the Hormuz Strait a territory of the United States,” said Trump, escalating his rhetoric over the vital waterway.

It was unclear how seriously Trump intended the remark or whether it represented a new policy position.

The remarks come as the Strait of Hormuz remains a critical pressure point for global energy markets.

Oil prices have risen this week, with Brent crude approaching $90 a barrel, while U.S. gasoline prices have climbed to around $4 a gallon.

Sandisk’s Ghassan Azzi on the AI-driven future of flash

Ghassan Azzi, Sandisk’s sales director for the Middle East and Africa, discusses how AI is reshaping storage demand, the company’s regional strategy and the technologies it is developing to address the growing memory and capacity requirements of its customers

Neesha Salian
Neesha Salian

14 August, 2026

Sandisk’s Ghassan Azzi on the AI-driven future of flash
Image: Supplied

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Ask Ghassan Azzi how business is, and he does not reach for nuance. “Since AI demand took off globally, storage has really developed — it’s exploded across the board,” says Sandisk’s sales director for the Middle East and Africa. The numbers give him room to talk. In the fourth quarter of its 2026 financial year, reported on August 5, Sandisk posted revenue of $8.97bn, up 372 per cent on a year earlier and comfortably ahead of its own guidance, as full-year revenue reached $20.25bn, up 175 per cent. The data centre was a major growth driver, with full-year revenue from the segment rising 437 per cent to $5.15bn, while fourth-quarter revenue more than doubled sequentially to $2.98bn.

It is a striking milestone for a company that struck out on its own over a year ago. Sandisk separated from Western Digital in February 2025, becoming an independent, Nasdaq-listed pure-play flash business, and has since rebranded its internal NVMe SSDs previously sold under the WD_BLACK and WD Blue labels as Sandisk Optimus. Azzi is unbothered by questions about the split. “Whatever you read in the news is what actually happened — two companies deciding to separate at the top level,” he says. “The company is very strong and still growing, and the results speak for themselves.”

His job is to convert that momentum into sales on the ground, and his pitch rests on a simple chain of logic: people want quality, and quality eats storage. “They now have access to content from every YouTuber, every TikToker, every Instagram creator,” he says. “People are demanding more quality, and quality requires more storage, more capacity, more endurance.” AI, in his telling, only sharpens the need. A chatbot answering in three seconds is “analysing billions of data points and delivering instantly,” he says, and the devices carrying those features- phones, laptops, anything AI-enabled, need faster, higher-endurance memory to keep up.

Gamers, phones and cameras

The clearest demand, Azzi argues, comes from three consumer tribes. First, serious gamers, “not amateurs like me who play a couple of hours a month, but people sitting at a console or PC every day”. For them, Sandisk is rolling out its Optimus internal-drive range across the region.

Announced at CES 2026 to replace its WD_BLACK and WD Blue internal SSD branding, the family comprises Optimus for content creators, Optimus GX for gamers and the flagship Optimus GX PRO for developers, professionals and gamers building AI PCs, workstations and high-end PCs. The PCIe 5.0 Optimus GX PRO 8100 is rated for sequential read speeds of up to 14,900MB/s, with a Dashboard Gaming Mode designed to enhance drive performance for gaming workloads. “Gamers don’t want latency,” Azzi says. “Any fraction of a second matters to them.”

The second tribe is everyone with a phone. Azzi says rising memory prices have led some manufacturers to limit storage in value models to protect price points, trimming a model “from 256 to 128, keeping a certain [average selling price] to meet most of the consumer’s purchasing power.” That, to him, is an opening rather than a threat.

Sandisk’s Ultra Dual Drive offers additional external capacity for compatible phones “for far less than the cost of buying a new one”, while the newer Extreme Fit pushes the idea further: a USB-C drive offering up to 1TB, “so small you can barely tell it’s plugged into your phone.” It lets a handset offload storage and run better, he says, and drops just as easily into a laptop, providing “an extra terabyte you’d never know was there.” For anyone shooting in 4K or 8K, “where you’re doubling your storage by the minute,” that headroom has to come from somewhere.

The third is creators and photographers, and Sandisk has built an entire product line to follow them from capture to edit. A refreshed three-tier portable SSD range runs from a 1,000MB/s everyday drive up to the Extreme PRO, which hits read speeds of 4,000MB/s and, Sandisk says, can move 10 minutes of 12K footage in under a minute, both Extreme models ruggedised to an IP65 rating with three-metre drop protection and hardware encryption. A parallel Creator Series adds a MagSafe-mounted Creator Phone SSD that records Apple ProRes 4K video directly off a compatible handset, alongside desk drives scaling to 8TB and Extreme PRO SD cards built for continuous 6K and 8K capture. “New cameras are arriving with powerful processors and AI features,” Azzi says, “and our SD cards close that gap.”

That breadth, he says, is the real moat. “We cover the entire spectrum, from the smallest user to the very high end,” he says, adding that much of the growth is coming from people who “started on their phones, then turned it into a profession” and now need broadcast-grade kit. It is also, he insists, why he refuses to compete on price alone: “Competition can be about pricing, but those details aren’t what matter most to us. What matters is the breadth of our range.”

The pricing question — and the cloud one

Pricing remains an important part of that growth story. Sandisk said roughly two-thirds of its 51 per cent sequential revenue increase in the fourth quarter came from higher pricing, with about one-third coming from greater volumes. At the consumer level, Azzi said higher memory prices were leading some manufacturers to reduce storage capacity in value models to preserve their price points.

Even so, Azzi remains unconvinced that cloud storage will reduce demand for local hardware. Cloud storage “has its limits and its costs,” he says, and cannot match the feel of local hardware: a gamer running off the cloud “won’t get the experience he has with an Optimus GX built into his console.” In emerging markets especially, he says, buyers still want their data physically close — “in the drawer where they sleep, next to their bed.”

Behind the consumer shelf, Sandisk is pushing the same flash technology deeper into AI itself. Its BiCS10 TLC 3D NAND technology delivers a 59 per cent improvement in bit density over BiCS8, according to the company. Separately, Sandisk and Kioxia have unveiled a ninth-generation 2Tb QLC 3D flash technology designed for AI infrastructure, with an interface speed of 4.8Gb/s, 33 per cent higher than their eighth-generation devices. Sandisk is also working with SK hynix and other industry participants to standardise high-bandwidth flash, or HBF, which is designed to combine high bandwidth with high capacity for AI inference systems. Across the Middle East and Africa, Azzi says Sandisk is widening its distribution and targeting the region’s growing communities of creators, gamers and developers.

Azzi’s own formula is less about silicon than presence. The company’s edge, he says, comes from staying “on the ground, with our distributors and with the end user who actually buys the product.”

For all the talk of AI infrastructure and next-generation flash, his regional task is more immediate: make increasingly complex products easy to understand, show consumers why more storage matters and ensure Sandisk is there when a phone, camera or gaming system runs out of room.

Parkin Q2 profit rises 12% as seasonal cards, developer parking drive growth

Dubai parking operator lowered its public parking revenue forecast but raised the guidance for seasonal cards and developer parking

Neesha Salian
Neesha Salian

14 August, 2026

Parkin Q2 profit rises 12% as seasonal cards, developer parking drive growth

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Dubai’s Parkin Company reported a 12 per cent increase in second-quarter net profit, as growth in seasonal cards, developer parking and enforcement revenue offset weaker demand for public parking.

Net profit rose to Dhs166.2m in the three months ended June 30, from Dhs148.4m a year earlier, the company said.

Revenue increased 14 per cent to Dhs364.1m, while earnings before interest, taxes, depreciation and amortisation rose 15 per cent to Dhs217.2m. Its EBITDA margin edged up to 60 per cent from 59 per cent.

“Growth was driven by our seasonal cards, developer parking and enforcement segments, offsetting softer public parking demand during the quarter,” chief executive Mohamed Abdulla Al Ali said.

Public parking revenue fell 8 per cent to Dhs121.9m, reflecting lower hourly transactions and utilisation as customers shifted towards seasonal cards, as well as what the company described as the temporary impact of regional geopolitical developments.

Public parking transactions declined to 27.2 million from 29.2 million a year earlier, while the utilisation rate dropped to 20.2 per cent from 22.7 per cent.

Parkin said seasonal card holders were not included in the utilisation measure because the cards represented a separate revenue stream. Seasonal card sales climbed 38 per cent to 97,500 during the quarter, driving a 50 per cent rise in revenue from seasonal cards and permits to Dhs78.2m.

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Developer parking revenue increased 61 per cent to Dhs35.8m after transaction volumes rose 75 per cent to 6.6 million. The number of developer parking spaces more than tripled to 61,500 from 19,600 a year earlier following contracts signed mainly during the second half of 2025.

Enforcement revenue rose 11 per cent to Dhs107.5m. Parkin issued 695,000 enforcement notices during the quarter, up 5 per cent, while its smart inspection vehicles scanned 20.6 million number plates, a 52 per cent increase.

Parkin’s total parking portfolio expands

The company’s total parking portfolio expanded 27 per cent to about 268,300 spaces. Public parking spaces increased 8 per cent to 203,200, with 7,900 spaces added during the second quarter.

Parkin lowered its 2026 public parking revenue forecast to between Dhs510m and Dhs550m, from its previous range of Dhs560m to Dhs610m, citing strong demand for seasonal cards and the time required for newly added spaces to reach expected utilisation levels.

It raised its seasonal card revenue forecast to between Dhs280m and Dhs300m, from Dhs260m to Dhs280m, and increased its developer parking guidance to between Dhs130m and Dhs150m, from Dhs110m to Dhs130m.

The company said its overall financial outlook remained broadly unchanged and maintained its annual enforcement revenue forecast of Dhs420m to Dhs460m. Capital expenditure guidance was unchanged at Dhs45m to Dhs55m.

Parkin also maintained its dividend policy, under which it intends to pay dividends twice a year, in April and October.

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