Insights: Is liquidity the missing link in modern wealth structuring?
Karen Howard Carre, SVP for wealth structuring at Habib Bank AG Zurich, explores why liquidity is becoming one of the most critical — and often overlooked — elements of modern wealth structuring
As global family wealth becomes increasingly concentrated in illiquid assets, traditional estate planning structures may no longer be enough on their own.
Trusts, foundations and corporate vehicles remain important tools for preserving and transferring wealth across generations. But one challenge is becoming harder to ignore: the lack of liquidity when it is needed most.
Many family estates today are tied up in operating businesses, property portfolios and long-term investments. While these assets may hold substantial value, converting them into cash quickly can be difficult without compromising that value.
At the same time, the financial obligations triggered by succession are immediate. These can include debt settlement, tax liabilities, equalisation among beneficiaries and ongoing family financial needs.
The result is a structural mismatch: assets take time to realise, while obligations demand immediate liquidity.
Why liquidity is becoming more important
Traditionally, wealth planning has focused heavily on governance, tax efficiency and preservation strategies. Yet one key question is often overlooked — will the structure function effectively during a real-life transition?
Increasingly, insurance is emerging as part of the answer.
Too often, insurance is viewed as a secondary product, introduced late in the planning process and assessed largely on cost. In reality, it can serve as financial infrastructure within a sophisticated wealth plan.
Insurance provides three critical advantages: immediate liquidity, certainty of outcome regardless of market conditions, and flexibility in how proceeds are deployed.
When integrated properly, it can transform estate planning from a theoretical framework into a strategy capable of functioning under pressure.Access to liquidity fundamentally changes the options available to families during succession. Families with liquidity can retain strategic assets, manage orderly ownership transfers and preserve long-term investment strategies.
Without liquidity, families are often forced into reactive decisions, including distressed asset sales that may undermine value, family harmony and long-term legacy objectives.
A shift towards adaptive planning
This becomes particularly important for family businesses. The death or incapacity of a founder can place immediate strain on both the business and the wider family. Financial obligations may arise precisely when the business itself cannot easily generate or release capital.
Liquidity creates stability during this transition, allowing succession plans to be implemented without compromising the long-term viability of the enterprise.
The evolution of global wealth is also driving a shift away from static estate plans towards more adaptive, multi-generational strategies. Increasingly, families are exploring structures designed to function across multiple succession events rather than a single transfer of wealth.
Despite its growing importance, insurance remains underutilised in many sophisticated wealth structures. The barrier is rarely technical. More often, discussions around mortality are delayed or avoided entirely.
Yet the reality is clear. A structurally sound estate plan is not enough on its own. The true test of any wealth structure is whether it functions effectively during periods of uncertainty, time pressure and transition. Achieving that requires more than legal precision. It requires liquidity.
US, Iran exchange more attacks as Trump threatens further escalation
Washington targets military sites across Iran in overnight raids, while Tehran retaliates against US positions in Bahrain and Kuwait and threatens shipping through the Strait of Hormuz
The United States launched new strikes against multiple targets overnight in Iran, the US military said on Wednesday, as President Donald Trump vowed even more attacks if no peace deal is secured.
The military’s Central Command announced the strikes were complete about four hours after they began shortly after midnight in Tehran, saying in a post on X that the targets included “military surveillance capabilities, communication systems, and air defense sites across Iran.”
“The strikes are in response to Iran’s unwarranted and continued aggression,” Central Command said.
The attacks were the latest development in an escalating exchange of strikes that threatens to reignite a full-scale war, which was paused in early April when the two sides agreed to a fragile ceasefire.
Iran’s Islamic Revolutionary Guard Corps said early on Thursday they had launched counter-attacks on 18 US military targets at airbases in Kuwait and Bahrain, and Bahrain’s interior ministry said sirens were sounded.
Iran’s top joint military command also warned it would fire on any vessel attempting to pass through the Strait of Hormuz, which has been largely closed for months. Iranian media reported that two ships were fired upon.
US Central Command denied that the strait was closed, saying commercial ships were still transiting the strait despite Iran’s threats. Trump said earlier in the day that vessels have been crossing the strait without Iran’s permission as part of a clandestine military mission.
Trump told Fox News reporter Trey Yingst on Wednesday evening that the strikes would stop shortly but that he would “bomb … them” if Iran’s leaders did not sign an agreement with the US immediately, Yingst wrote on X.
Iranian news agencies reported explosions in several cities, including Sirik, Kargan, Bandar Abbas, Minab, Varamin and Karaj.
US Defense Secretary Pete Hegseth presented the move as an effort to force Iran into a deal to end the conflict, telling reporters during a visit to Central Command in Florida that the strikes would “advance our military interests and also enhance our diplomatic position.”
“We will strike them hard tonight, and hopefully Iran makes a good decision,” he said. “If we need to negotiate with bombs, we’ll negotiate with bombs.”
The US and Iran have traded fire several times since the tentative ceasefire took hold, even as negotiators have unsuccessfully sought an end to the war, now in its fourth month. Trump has repeatedly said a deal is close, though there has been no sign of a breakthrough, while also threatening to resume bombing.
The US military earlier targeted air defenses and radar sites around the Strait of Hormuz after a US attack helicopter was downed near the strategic waterway on Monday. Iran responded with missile and drone attacks on U.S. bases in Jordan, Kuwait and Bahrain. A US official said there was no significant damage.
Iran accused the US of striking reservoirs that supplied drinking water to 10 villages and violating international law.
“This is not collateral damage — it is a calculated war crime and a flagrant violation of human rights,” Foreign Ministry spokesperson Esmaeil Baghei said.
The Pentagon did not immediately respond to a request for comment.
Trump, who has threatened before to destroy Iran’s civilian infrastructure, did not say whether the coming strikes would target power plants and bridges.
Despite the belligerent language from both sides, there were signs of continuing diplomatic efforts.
A delegation from Qatar, which has been mediating between the United States and Iran, landed in Tehran on Wednesday to hold talks on the latest developments, Iranian media reported.
Emirates SkyCargo has announced the launch of dedicated weekly freighter services to Almaty International Airport in Kazakhstan, marking the carrier’s first cargo destination in Central Asia.
The new Boeing 777F service will commence on June 16, 2026, operating every Tuesday and providing more than 100 tonnes of cargo capacity per week between Dubai and Almaty.
The launch creates a new trade corridor linking Central Asia with Emirates SkyCargo’s global network and is expected to facilitate the movement of key commodities including electronics, perishables, machinery and consumer goods.
Almaty, Kazakhstan’s largest city, serves as a major commercial and logistics hub for Central Asia and is increasingly playing a strategic role in regional trade and connectivity.
Badr Abbas, Divisional Senior Vice President of Emirates SkyCargo, said: “Emirates SkyCargo’s weekly freighter service to Almaty is in line with our role as a global trade facilitator and is an important step in expanding our network and connectivity to Central Asia, a region that is experiencing dynamic growth.
“Our flights will provide new opportunities for businesses in Almaty and the surrounding region to scale their international operations while allowing our global customers convenient and rapid wide-body cargo connectivity to a strategic marketplace. The expansion into Almaty supports our long-term growth strategy and D33 Dubai Economic Agenda objectives, accelerating foreign trade and Dubai’s standing as a global logistics hub.”
The expansion forms part of Emirates SkyCargo’s broader fleet and network growth strategy as the carrier responds to rising global cargo demand.
The airline has taken delivery of four new Boeing 777 freighters since March 2026 and expects six additional aircraft to join the fleet before the end of the year.
Upon completion of the deliveries, Emirates SkyCargo’s freighter fleet will grow to 21 aircraft by December 2026.
Alongside its dedicated freighter operations, the carrier also provides cargo capacity through the bellyhold of Emirates passenger aircraft serving destinations across six continents.
The addition of Almaty further strengthens Emirates SkyCargo’s international network while supporting Dubai’s ambitions to expand trade links and reinforce its position as a leading global logistics and aviation hub.
Trump threatens fresh attacks on Iran as regional tensions simmer
US President Donald Trump warned Iran would “have to pay the price” and threatened further military action after Tehran launched missile and drone attacks on American bases in Bahrain, Kuwait and Jordan.
US President Donald Trump said on Wednesday that Iran had taken too long to negotiate a deal and would now “have to pay the price”, while Tehran said it would reassess diplomatic engagement with Washington after overnight tit-for-tat strikes.
Iran launched missile and drone attacks on US bases in Jordan, Kuwait and Bahrain in what it called retaliation for American strikes on Iranian targets around the Strait of Hormuz.
The exchange of fire, which came after Trump said Iran had downed a US Apache helicopter near the strait, marks one of the most significant escalations since Washington and Tehran agreed to a ceasefire in April.
“Iran is all talk and no action,” Trump said in a social media post on Wednesday. “They’ve taken too long to negotiate a deal that would have been great for them, now they will have to pay the price!!!”
Later on Wednesday, Trump told reporters: “We’re going to be attacking them, attacking them very hard.”
Oil prices rose and stock markets fell after his remarks.
The US military said it had targeted Iranian air defences, ground control stations and surveillance radar sites in what it described as a “proportional response” to the downing of the helicopter, whose two crew members were rescued by a drone boat.
Iran’s Gulf neighbours and Jordan activated air defences to intercept incoming missiles.
‘No significant damage’
Asked about Iran’s attacks on American bases, a US official told Reuters: “No significant damage. No harm to US personnel. Nearly all missiles and drones were intercepted or failed to reach their intended target.”
The escalation — just days after Iran exchanged strikes with Israel for the first time since the ceasefire — casts fresh doubt on prospects for a deal to end the war, which began on February 28 with joint US-Israeli strikes on Iran.
Iran’s Foreign Ministry spokesperson said Tehran would reassess diplomatic engagement with Washington after what it called repeated ceasefire violations.
“Any diplomatic process requires a minimum stable environment,” Esmaeil Baghaei said.
Trump told reporters on Wednesday he would not say whether he would order new strikes on Iran’s power plants and bridges, while US Defence Secretary Pete Hegseth said Iran would be “unwise” to challenge the US further.
Asked about Trump’s comments, Abolfazl Shekarchi, a senior spokesperson for the country’s armed forces, said Iran had proven that it would respond appropriately to all threats.
Despite the belligerent language from both sides, there were signs of continuing diplomatic efforts.
A delegation from Qatar, which has been mediating between the United States and Iran, landed in Tehran on Wednesday to hold talks on the latest developments, Iranian media reported.
Strikes around Hormuz
The US strikes overnight lasted about four hours, and a US official said nearly 20 Iranian targets were hit.
Iran’s Islamic Revolutionary Guard Corps (IRGC) said Qeshm Island and the port of Sirik were attacked. Iranian media also reported explosions in Bandar Abbas, another port city, and later near Jask at the entrance to the Strait of Hormuz.
On Wednesday, two crew members of a tanker were reported missing and another injured after what British maritime security company Ambrey described as a suspected missile strike by US forces enforcing their blockade of Iran-related shipping. US CENTCOM did not immediately respond to a request for comment.
The IRGC said it had responded to the US attacks on Iran by attacking US bases in Bahrain, Kuwait and Jordan with drones and missiles.
It said it had fired long-range missiles at four sites at the US al-Azraq base in Jordan, including F-35 fighter jet hangars and a command-and-control centre.
Reuters could not independently verify the battlefield reports.
Jordan’s military said it had intercepted five missiles launched towards al-Azraq and that falling debris caused no injuries or damage.
Kuwait’s Defence Ministry said it had intercepted “hostile aerial targets”, while Bahrain’s air defences repelled Iranian attacks, a media adviser to the king said on X.
Kuwait houses US military facilities, including a major airbase, while Bahrain hosts the headquarters of the US Navy’s regional fleet.
The move underscores the company’s long-term commitment to Saudi Arabia and aligns with the objectives of Saudi Vision 2030, which aims to enhance healthcare quality, accessibility and sustainability across the kingdom
Aster DM Healthcare, one of the GCC’s leading integrated healthcare providers, has expanded its presence in Saudi Arabia through the acquisition of a majority stake in ProCare Hospital in the Kingdom’s Eastern Province. The transaction was completed through a joint venture with Abdulrahman Saleh Al Rajhi and Partners Co. Group, marking a significant milestone in Aster’s regional growth strategy and pushing its total bed capacity in Saudi Arabia beyond 500 beds.
The hospital will be rebranded as Aster ProCare Hospital, becoming part of Aster DM Healthcare’s growing network across the GCC. The move underscores the company’s long-term commitment to Saudi Arabia and aligns with the objectives of Saudi Vision 2030, which aims to enhance healthcare quality, accessibility and sustainability across the kingdom.
Founded in 2009, ProCare Hospital has established itself as a multi-speciality healthcare facility offering primary and secondary care services. Through the acquisition, Aster plans to leverage its integrated healthcare model, international quality standards and clinical expertise to strengthen healthcare delivery in the Eastern Province.
Image credit: Supplied
Expansion plans to more than double bed capacity
A key component of the acquisition strategy is a major expansion of the hospital’s infrastructure and clinical capabilities. Under Aster’s ownership, the facility’s licensed bed capacity will increase from 100 beds to 209 beds, significantly enhancing its ability to meet growing healthcare demand in the region.
The expansion will be accompanied by the introduction of additional medical specialties, advanced healthcare technologies and strengthened clinical services. The hospital will also adopt Aster’s clinical governance framework and quality standards, while expanding cardiology services and progressively implementing digital health solutions, including the myAster platform.
The planned enhancements are designed to improve patient access to care, strengthen continuity of treatment and support the broader modernisation of healthcare services in the Eastern Province.
Aster highlights long-term commitment to Saudi Arabia
Commenting on the acquisition, Dr Azad Moopen, Founder Chairman of Aster DM Healthcare, said the transaction represents another important chapter in the company’s Saudi Arabia growth journey.
“Our entry into the Eastern Province of Saudi Arabia through Aster ProCare Hospital marks another important milestone in Aster’s commitment to the Kingdom. For over a decade, we have been privileged to serve patients in Saudi Arabia through Aster Sanad Hospital, and this expansion reflects our continued belief in its transformative healthcare journey under Vision 2030. By strengthening infrastructure, expanding clinical capabilities, and integrating global best practices, we aim to further enhance access to high-quality, patient-centric care and contribute meaningfully to the evolution of the Kingdom’s healthcare ecosystem.”
The acquisition follows Aster’s strategy of expanding its healthcare footprint in key GCC markets while investing in advanced medical infrastructure and patient-focused care models.
Focus on advanced specialties and patient-centric care
Aster DM Healthcare Managing Director and Group CEO Alisha Moopen said the acquisition reflects the company’s confidence in Saudi Arabia’s evolving healthcare sector and the opportunities created by ongoing reforms.
“The acquisition of ProCare Hospital reflects our confidence in the Kingdom’s healthcare transformation journey. By building on ProCare’s strong clinical foundation, strategic location, and accreditations, we aim to expand capacity, introduce advanced specialties, and deliver a consistently high-quality, patient-centric care experience. This step aligns closely with Saudi Vision 2030’s focus on improving healthcare access, quality, and sustainability.”
The company expects the integration to strengthen its ability to provide specialized medical services while maintaining a consistent standard of care across its healthcare network.
Investment to boost cardiology and specialised healthcare services
According to Aster Hospitals & Clinics Saudi Arabia CEO Mohamed Alshammari, the integration of ProCare Hospital into the Aster network will help accelerate the development of specialised healthcare services in the Eastern Province.
“Aster ProCare Hospital plays an important role in serving the Eastern Province, and its integration into Aster DM Healthcare allows us to further enhance clinical capabilities, particularly in cardiology and specialised care. The planned expansion and service enhancements support the Kingdom’s Vision 2030 goals by strengthening healthcare infrastructure, improving patient outcomes, and expanding access to world-class medical services.”
The company views specialized care, particularly in cardiology and critical care, as a key growth area amid increasing demand for advanced healthcare services across Saudi Arabia.
Joint venture partnership aims to create future-ready healthcare institution
The acquisition has been structured through a joint venture with Abdulrahman Saleh Al Rajhi and Partners Co. Group, combining local market expertise with Aster’s regional healthcare experience.
Commenting on the partnership, Turki Al Rajhi said the collaboration is focused on building a healthcare institution capable of meeting future healthcare demands while supporting national development objectives.
“Our partnership with Aster DM Healthcare reflects a shared commitment to strengthening healthcare access and quality in Saudi Arabia’s Eastern Province. By combining ProCare Hospital’s strong local foundation with Aster’s global expertise and integrated healthcare model, we aim to build a future-ready institution that delivers advanced, patient-centric care aligned with the ambitions of Saudi Vision 2030.”
Major modernization program underway
Alongside the acquisition, Aster ProCare Hospital has launched a comprehensive expansion and modernization program designed to upgrade infrastructure, technology and patient services.
The hospital’s expansion plans have been developed by Suhaimi Design and include increasing capacity to 209 beds, incorporating 60 critical care beds and seven operating theatres. The project is intended to strengthen the hospital’s ability to provide advanced and specialized medical care.
A major highlight of the investment program is the establishment of a state-of-the-art Cardiac Catheterisation Laboratory (Cath Lab) in collaboration with Philips. The facility will feature advanced AI-enabled technologies aimed at enhancing cardiac and neurological care capabilities.
Additional initiatives include the expansion of emergency services and specialised infrastructure projects delivered by Meta Build Co. for Contracting, as well as a hospital-wide modernisation program being implemented in partnership with AMAQ Company for Contracting.
Together, these investments are expected to reinforce Aster ProCare Hospital’s commitment to international standards of clinical excellence, patient safety and healthcare delivery while contributing to the kingdom’s vision of a future-ready healthcare ecosystem.
Building on a decades-long healthcare legacy
Aster ProCare Hospital currently provides a broad range of services spanning medical and surgical specialties, women’s and children’s health, cardiology, orthopaedics, emergency medicine, diagnostics and allied health services. The integrated service offering supports comprehensive care for patients across all age groups.
Founded in 1987 by Dr Azad Moopen, Aster DM Healthcare has grown into one of the GCC’s largest integrated healthcare networks. The organization operates 15 hospitals, 124 clinics, 333 pharmacies and multiple digital health platforms across the region.
The company first entered the Saudi market in 2011 through Aster Sanad Hospital in Riyadh and has steadily expanded its presence since then. The addition of Aster ProCare Hospital further strengthens Aster’s integrated healthcare model, which combines hospitals, clinics, pharmacies and digital health solutions to improve access to care.
With the acquisition and planned expansion of Aster ProCare Hospital, the company is positioning itself to play a larger role in Saudi Arabia’s healthcare transformation, supporting efforts to expand healthcare capacity, accelerate digital health adoption through myAster and advance the goals of Saudi Vision 2030. The move also signals Aster’s continued confidence in the Kingdom as a key growth market and an increasingly important hub for healthcare innovation and investment.
Here’s how much Dubai’s property market cooled in May — and what it means
Dubai’s property market cooled significantly in May, with transaction values nearly halving year-on-year, but investor demand remained concentrated in off-plan developments, land acquisitions and the city’s most sought-after communities.
Dubai’s real estate market entered a more measured phase in May, with transaction values falling sharply from both the previous month and the same period last year. But the headline decline tells only part of the story.
Total real estate transactions reached Dhs40.63bn in May 2026, down 37.5 per cent from Dhs65.03bn in April and 49.1 per cent below the Dhs80.72bn recorded in May 2025. The number of transactions also declined to 12,879, compared with 17,792 in April.
At first glance, the figures point to a clear slowdown. Yet a closer look suggests Dubai’s market is not simply losing momentum; it is becoming more selective.
Activity in May was almost evenly split between off-plan property and land transactions, each accounting for just over 40 per cent of total transaction value. Off-plan sales reached Dhs16.35bn, representing 40.2 per cent of the market, while land deals totalled Dhs16.34bn, also accounting for 40.2 per cent. Ready property transactions stood at Dhs7.95bn, or 19.5 per cent of the total.
The distribution of activity across Dubai’s leading communities further highlights where demand remains concentrated. In the off-plan segment, Business Bay led the market with Dhs2.42bn in transactions, followed by Dubai Islands at Dhs1.41bn and Dubai South at Dhs1.29bn.
In the ready market, demand remained focused on Dubai’s mature and premium residential districts. Burj Khalifa topped the rankings with Dhs713.9m in transaction value, followed closely by Business Bay at Dhs656.3m and Palm Jumeirah at Dhs586.3m. Jumeirah Village Circle (JVC), Dubai Marina and Jumeirah Lake Towers (JLT) also recorded strong activity, underscoring the resilience of established communities that continue to attract both investors and end-users.
The month’s highest-value transactions reinforce this trend. The largest deal recorded was a land sale in Jumeirah Bay worth Dhs280m, underscoring the continued appetite for prime development opportunities.
In the off-plan segment, the highest-value apartment transaction was a Dhs112.6m unit at Solaya in Jumeirah First, while the top villa sale reached Dhs41.1m at Karl Lagerfeld Villas by Taraf in Wadi Al Safa 3.
In the ready market, the highest apartment transaction was a Dhs50.3m sale at Serenia Residences on Palm Jumeirah, while the top villa transaction reached Dhs60m at Club Villas on Palm Jumeirah.
Rather than reflecting broad-based demand across the market, these transactions highlight how capital is increasingly concentrated in ultra-prime assets, strategic land acquisitions and premium development-led opportunities.
This composition is important. It shows that investor and developer confidence remains active, but capital is increasingly concentrated in development-led opportunities rather than broad secondary-market turnover.
In other words, the market is no longer being lifted equally across all segments. It is being driven by specific pockets of demand, particularly land, future supply and income-generating development potential.
Ali Shahin is the founder of The Real Estate Report, an independent platform that dives into the data driving the property sector in the UAE. You can follow The Real Estate Report on substack or via its website.
