From strategy to scale: DEDC’s Mohamad Sharaf on Dubai’s industrial decade
Dubai Economic Development Corporation’s (DEDC) COO on how the D33 agenda, integrated industrial zones, and global trde access are being converted into bankable investment.
15 May, 2026
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Dubai’s pitch to global manufacturers has shifted. The conversation is no longer about cost, or even location — it is about certainty, speed and access in a global environment where all three are increasingly scarce. Against a backdrop of contested supply chains, fragmenting trade flows and rising geopolitical pressure, the emirate is positioning itself as a stable, export-led industrial hub for the next decade.
The numbers point to a market backing the ambition. Dubai’s GDP reached Dhs937bn in 2025, with growth of 5.4 per cent across the year and 6.4 per cent in the fourth quarter. The Dubai Economic Agenda, D33, aims to more than double manufacturing value-added output by 2033 — a target underpinned by integrated industrial zones, advanced customs systems, and access to more than 130 export destinations through Dubai’s trade agreement network. Industrial clusters like Dubai Industrial City and National Industries Park are being repositioned from real estate offerings into fully integrated production and innovation ecosystems.
On the sidelines of the recent Make it the Emirates event, Mohamad Sharaf, chief operating officer at Dubai Economic Development Corporation (DEDC) — the economic development arm of the Dubai Department of Economy and Tourism — shared how that strategic intent is being converted into investment decisions on the ground, where the structural gaps still lie, and what role the private sector will play in delivering D33’s industrial ambitions.
Dubai is positioning itself as a stable, export-led industrial hub. How do you translate that narrative into concrete investment decisions from global manufacturers on the ground?
Investment decisions are ultimately driven by certainty, speed, and market access, and Dubai delivers consistently across all three.
One of Dubai’s strongest advantages is the confidence it gives investors through a robust, proven legal system, transparent government processes, and a business environment built on clarity and long-term predictability. For global manufacturers making capital-intensive decisions, this matters. They need to know that the operating environment is stable, regulations are clear, and government entities are accessible and responsive.
This is supported by Dubai’s wider economic performance. The emirate’s GDP reached Dhs937bn in 2025, with sustained growth of 5.4 per cent across the year, culminating in 6.4 per cent growth in Q4, signalling a stable environment for long-term industrial investment.
At Make it in the Emirates, the priority is converting strategic intent into bankable opportunities. Under the Dubai Economic Agenda, D33, manufacturers are not only presented with a vision, but with a fully operational platform that includes investment facilitation, integrated logistics and immediate access to more than 130 export markets, supported by trade agreements and advanced customs systems.
What differentiates Dubai is execution at scale. Industrial zones such as Dubai Industrial City and National Industries Park are pre-integrated with ports, airports, and supply chains, enabling investors to move from site selection to production within a clear and efficient framework. In a global environment where predictability matters, Dubai’s ability to maintain seamless operations across trade and logistics continues to translate directly into investment confidence.
The D33 agenda aims to more than double manufacturing value-added output by 2033. What are the biggest structural gaps you still need to close to make that target achievable?
The pathway to achieving D33 targets is well defined, and the focus now is on scaling depth, capability, and access. The first priority is advancing into higher-value manufacturing segments such as precision engineering and advanced materials, supported by stronger integration between industry, research and technology partners.
Equally important is the development of specialised talent. As manufacturing becomes more technology-led, capabilities in automation, robotics, and digital production systems are critical. Dubai is addressing this through targeted partnerships with academic institutions and industry-led training programmes that align directly with future production needs.
Access to growth capital remains a key enabler, particularly for mid-sized manufacturers scaling internationally. While large firms can self-fund, scaling industrial SMEs requires more tailored financial solutions. Dubai is tackling this through export-focused support such as the Export Assistance Programme, buyer connection platforms like the Elite Buyer Programme, and partnerships with financial institutions to improve access to structured industrial financing.
These are not structural constraints, but areas of active acceleration, supported by strong public-private collaboration that is central to Dubai’s industrial strategy. This alignment ensures that manufacturing growth is both sustained and globally competitive.
You highlight access to over 130 export destinations and multiple trade agreements. In practice, what is still holding manufacturers back from scaling in Dubai compared to competing hubs?
Market access is only valuable when companies can use it efficiently. Dubai’s role is to help manufacturers convert connectivity into commercial growth by reducing friction across the full manufacturing and export journey.
This starts with infrastructure. Dubai’s ports, airports, logistics zones, and customs systems are designed to support fast and reliable movement of goods. For manufacturers, this means they can serve regional and international markets from one highly connected base.
The second area is competitiveness. Dubai’s focus is not on competing as a low-cost manufacturing destination, but on enabling high-productivity, high-value manufacturing. This includes support for technology adoption, automation, digital integration, and more efficient production models that allow companies to scale sustainably.
The third is market confidence. For new entrants, direct engagement with buyers, regulators, financial institutions, logistics providers, and industrial ecosystem partners can significantly accelerate decision-making. Platforms such as Make it in the Emirates play an important role in this regard, bringing together the stakeholders manufacturers need to move from interest to implementation.
The overall direction is clear: to remove friction at every stage of the manufacturing lifecycle, from entry and production to export and international expansion, within a globally connected system.
Industrial zones like Dubai Industrial City and National Industries Park are central to your pitch. How are you ensuring these ecosystems move beyond real estate to becoming fully integrated production and innovation clusters?
Industrial zones in Dubai are evolving into integrated ecosystems rather than standalone real estate offerings. Dubai Industrial City and National Industries Park are central to this evolution because they bring together infrastructure, logistics connectivity, specialised facilities, and proximity to suppliers, buyers, and export channels.
A key part of this approach is building clusters around manufacturing sub-sectors where Dubai has a competitive advantage. We are working closely with Dubai Industrial City and National Industries Park to support the development of these clusters, enabling manufacturers to benefit from a wider and more robust ecosystem. This gives companies access not only to land and facilities, but to the surrounding capabilities that help them scale, innovate, and compete internationally.
This clustering model supports stronger supply chain integration, faster time to market, and greater opportunities for collaboration between manufacturers, technology providers, logistics partners, and other ecosystem players.
Technology plays a central role in this transition. The integration of Industry 4.0 solutions across these zones is enabling smarter production, data-driven decision-making, and higher-value output.
The objective is to create environments where companies can design, produce, and export within a single, connected platform, reinforcing Dubai’s position as a hub for advanced manufacturing.
With new partnerships expected in logistics and banking at the forum, what role do you see the private sector playing in accelerating industrial growth, versus government-led enablement?
Industrial growth is driven by a combination of government enablement and private sector execution. Government creates the conditions through infrastructure, regulation, and trade connectivity that reduce risk and support investment. The private sector brings capital, operational expertise, and speed of execution, translating these conditions into tangible industrial output and export growth.
The partnerships being developed at Make it in the Emirates, particularly in logistics and financial services, reflect how this model functions in practice. Financial institutions support industrial financing, while logistics providers enable efficient global trade.
Under the Dubai Economic Agenda, D33, the focus is on strengthening this collaboration, ensuring that policy direction is matched by private sector investment to deliver long-term industrial growth.
In a period where global supply chains are under pressure, Dubai’s framework of close public-private alignment and operational continuity continues to reinforce its position as a stable and trusted industrial hub. Looking ahead, this partnership-driven approach will remain central to delivering the ambitions of the Dubai Economic Agenda, D33.





















