Private aviation in the Middle East is undergoing a structural shift. What was once defined by speed, privacy and efficiency is now being reshaped by a more demanding client profile—ultra-high-net-worth individuals (UHNWIs), family offices and C-suite executives who expect environments to adapt seamlessly to the purpose of each journey.

According to Dumani Ndebele, regional FBO director of ExecuJet Middle East, the change is not incremental—it is fundamental.

“The fundamental shift is that UHNWIs now demand private aviation experiences that adapt entirely to their specific needs and circumstances,” Ndebele said. “It’s no longer just about bypassing commercial terminals; it’s about having facilities and services that understand the context of every journey.”

A high-stakes board meeting, a family trip with young children, a diplomatic delegation or a medical evacuation all require different environments, levels of privacy and operational responses. “The ExecuJet facility needs to recognise and respond to these requirements seamlessly,” he said. “What UHNWIs want is the ability to travel on their terms, with facilities that intuitively adapt to their journey’s purpose.”

To deliver this, ExecuJet has embedded flexibility across systems, training and facility design, with shared client intelligence across both Dubai International (DXB) and Al Maktoum International (DWC).

Why experience now matters as much as efficiency

Speed, privacy and operational excellence remain non-negotiable in private aviation. However, Ndebele said ExecuJet recognised early that environment directly affects performance.

“What we have also recognised is that experiential elements enhance wellbeing and performance; they’re not luxury for luxury’s sake,” he said.

ExecuJet’s collaboration with Opera Gallery has turned its terminals into cultural spaces. “Many of our guests are serious art collectors and investors, so this resonates deeply with them,” Ndebele said.

Wellness is another strategic layer. “The ExecuSpa by SENSASIA, featuring a Himalayan salt wall, sauna, and ice fountain, addresses a very real need if for some reason guests must stay longer at the terminal,” he said. “Long-haul travel takes a physical toll, particularly on executives managing demanding schedules across multiple time zones.”

Cultural authenticity also plays a role. “The Majlis Lounge, designed by Nada Debs, reflects cultural authenticity and regional identity, something that matters in this market,” he said.

“What we’ve learned is that the quality of one’s environment directly influences the quality of thinking and decision-making,” Ndebele added. “These elements aren’t simply nice-to-haves; they’re strategic investments in our clients’ state of mind and wellbeing.”

Delivering deeply personalised experiences while maintaining operational discipline across two major airports is a challenge few operators manage well. For ExecuJet, the answer lies in experience-led system design.

“Our journey began at DXB, where we built deep client understanding over many years,” Ndebele said. “That experience informed continuous improvement and became the foundation for our DWC expansion.”

At DWC, ExecuJet designed infrastructure from the ground up using lessons learned in high-traffic environments. “Many clients alternate between DXB and DWC depending on routing and schedules, so the experience must feel unified,” he said.

Consistency is achieved through shared training frameworks, service standards and centralised client intelligence. The scale at DWC reflects this philosophy: a 15,000 square metre terminal featuring the Middle East’s first airside suite, private cocktail and cigar lounges, a kids’ lounge, and a 7,000 square metre climate-controlled hangar.

“At DXB, wing-to-wing transfers, integrated customs and immigration, and our Signature Majlis Lounge maintain privacy in a higher-traffic environment,” Ndebele said. “True personalisation at scale results from long-term experience combined with strong operating discipline.”

Positioning ahead of Dubai’s next aviation phase

Dubai’s $35bn expansion of Al Maktoum International Airport is set to redefine global aviation flows—and ExecuJet has positioned itself well ahead of that curve.

“Our flagship terminal at DWC, which we delivered in December 2023, places us at the epicentre of this growth,” Ndebele said. “We anticipated where the market was heading.”

ExecuJet’s location within the Mohammed Bin Rashid Aerospace Hub is another advantage, alongside proximity to Dassault Aviation’s independent MRO facility. “This ensures immediate maintenance support and maximises aircraft availability for our clients,” he said.

Fleet growth is also underway. “We currently have a privately managed fleet of over 22 aircraft and expect to continue growing this fleet progressively over the coming years,” Ndebele said.

“As Dubai cements its position as the private aviation gateway between Europe, Asia, and Africa, ExecuJet’s global network, operational reliability, and deep regional expertise position us to capture a significant share of this growth.”

Is the surge in private aviation sustainable?

Private aviation demand across the Middle East has reached unprecedented levels, with Dubai firmly at the centre. Ndebele believes the trend is structural rather than cyclical.

“There is a fundamental shift in travel behaviour among UHNWIs, family offices, and C-suite executives, from a move away from first-class commercial travel toward private aviation,” he said.

In the Middle East, privacy and flexibility are business necessities, not indulgences. “Dubai’s geographic positioning is a massive advantage,” Ndebele said. “We’re within an 8-hour flight radius of two-thirds of the world’s population.”

Combined with expatriate wealth inflows, regional headquarters relocations, regulatory stability and continued infrastructure investment, the fundamentals remain strong. “We are observing a clear behavioural shift, with clients transitioning from occasional charter users into frequent flyers,” he said. “This signals genuine market maturity.”

“We are confident the growth trajectory is highly sustainable,” Ndebele added. “It’s being driven by structural shifts in global wealth distribution and fundamental changes in how international business is conducted.”

ExecuJet is often described as sitting at the intersection of luxury hospitality and private aviation. Ndebele sees that hybrid as intentional—but technically demanding.

“From the hospitality world, we have learned that quality is defined by the details guests may not consciously register but immediately feel,” he said. Bespoke Italian furnishings from Giorgetti, Minotti and Poltrona Frau are part of that philosophy.

“At ExecuJet we pride ourselves in applying hospitality principles by delivering a consistent experience across our global network,” Ndebele said.

Where aviation differs is in its constraints. “We operate within strict safety frameworks—precision timing, crew scheduling, airspace coordination are all non-negotiable,” he said. Last-minute changes require complex replanning across multiple domains, without compromising safety.

“Our competitive advantage is our ability to deliver hospitality-level service within aviation-level operational constraints,” Ndebele said. “That’s an extremely difficult balance to strike, but it’s where real value is created.”

For senior executives, time is finite and performance is paramount. Ndebele argues that restorative environments translate directly into decision quality.

“Performance means clarity, resilience, and sustained high-level decision-making across time zones,” he said. Private lounges, soundproofed conference rooms, natural light and controlled acoustics enable either focus or recovery.

“The hour before or after a flight is often the only time executives truly control their environment,” Ndebele said. “The tangible value translates to better decision-making, fewer errors, improved wellbeing, and arriving in a state conducive to their next commitment.”

“Wellness-focused travel is an investment in executive performance, not simply an amenity.”

The future role of FBOs

Looking ahead, Ndebele expects the Middle East to continue setting a different benchmark for FBOs (Fixed Base Operators).

“In Europe and the US, FBOs remain predominantly operations-led, and we don’t see that changing significantly,” he said. “What we’ve done in the Middle East… is define an entirely different model.”

That model positions the FBO as an experience curator rather than a service provider. “The evolution is toward dynamically personalised environments based on real-time intelligence and client preferences,” Ndebele said.

“FBOs are becoming integrated lifestyle platforms through strategic collaborations that extend beyond traditional aviation.”

Read: Dubai’s aviation duo fly high: Flydubai inks 7 deals, Emirates adds London flights

Franklin Templeton’s US and European alternative credit businesses, Benefit Street Partners (BSP) and Alcentra, have aligned under a refreshed BSP brand, reflecting investor demand for a specialist, integrated global credit platform.

The integration, following Franklin Templeton’s acquisitions of BSP in 2019 and Alcentra in 2022, includes a new logo and website.

Alcentra-branded funds will transition to the BSP name this week.

Franklin Templeton’s alternative credit platform, which also includes direct lender Apera, is on track to surpass $100bn in assets under management (AUM) in 2026.

Franklin Templeton was among the first asset managers to set up in DIFC

Franklin Templeton has operated in the Middle East since 2000 and was among the first asset managers to establish a presence in the DIFC in 2004.

BSP said it plans to expand further in the Middle East and Asia.

BSP published research on January 26 based on a survey of 135 institutional investors representing GBP8tn AUM.

The survey found 51 per cent of respondents plan to increase alternative credit exposure in 2026, while 42 per cent will maintain current allocations.

Diversification was cited by 85 per cent of investors as a key motivation, and 81 per cent said alternatives can deliver higher total returns than traditional fixed income.

A specialist focus on credit was ranked the top attribute for performance by 81 per cent of institutions.

Among strategies, 47 per cent of investors plan to increase exposure to infrastructure debt, followed by direct lending (39 per cent), asset-based lending (35 per cent), special situations and distressed debt (30 per cent), commercial real estate debt (28 per cent) and CLOs (16 per cent).

A natural next step for the global platform, says BSP CEO

David Manlowe, CEO of BSP, said the alignment is “a natural next step for our combined global platform, which has become increasingly integrated in recent years and already shares world-class research, distribution, as well as operational teams and infrastructure.”

He added the move positions BSP “to meet our clients’ evolving alternative credit needs, including exposure to new asset classes and geographies around the world.”

Blair Faulstich, senior MD and head of US Private Debt at BSP, said Middle East clients “want access to the best investment opportunities available across the expanding alternative credit landscape, but managed by a single, trusted and global partner.”

He noted BSP already serves clients in the region and the alignment will “accelerate growth in the region by leveraging Franklin Templeton’s extensive local presence and longstanding institutional relationships.”

Apera, acquired in October 2025 and focused on lower-middle-market direct lending across Europe, now forms part of BSP.

The combined business manages $78bn in corporate credit strategies and $14bn in commercial real estate debt strategies as of December 31, 2025.

Ahead of Dubai’s marathon weekend, a limited-edition pasta collaboration from adidas is putting the spotlight on one of running’s oldest nutritional rituals.

As thousands of runners enter their final days of preparation for the Dubai Marathon, the conversation inevitably turns to carbohydrates.

The practice of carb-loading, increasing carbohydrate intake in the days before a long race, remains one of endurance sport’s most enduring rituals, and this year, adidas is turning it into a city-wide moment.

The sportswear brand has partnered with local Italian pastificio Sagra to create Adizero Pasta, a limited-edition ravioli inspired by the Adizero EVO SL racing shoe.

Available for one day only on January 31 at the Adizero House of Fast at Kite Beach, the complimentary pasta will be offered to registered marathon runners presenting their bib or runner ID.

Through a partnership with Careem, the collaboration extends across Dubai for wider access.

“Marathon week is about more than race day itself; it’s about the preparation, the routines, and the moments runners share in the lead-up,” says Bilal Fares, GM of adidas EM. “With Adizero Pasta, we wanted to tap into a ritual every runner relates to and reimagine it in a way that feels relevant to the city.”

Carb loading and the physiology behind it.

The timing is deliberate. Sports science continues to support carbohydrate loading as an effective strategy for marathon performance, although the approach has evolved significantly from the extreme depletion-and-reload methods once popular.

Dr Nivine Hanach, clinical dietitian and PhD in Health Promotion at the University of Sharjah, explains the physiology behind it. “Your muscles store carbohydrates as glycogen, which is the main fuel used during long runs. When glycogen runs low, fatigue sets in and pace drops. Research now shows that in the final 36 to 48 hours before a marathon, reducing training and increasing carbohydrate intake helps fill these fuel stores and improves endurance.”

Dr Hanach says current guidelines recommend consuming around 8 to 12 grams of carbohydrates per kilogram of body weight per day during this period. In practical terms, that means meals centred on pasta, rice, potatoes, bread, fruit and dairy.

Runners often notice slight weight gain before race day, something Dr Hanach says is normal. It reflects stored glycogen and the water that binds to it, not fat gain.

On race morning, a carbohydrate-rich meal eaten one to four hours before the start provides a final energy top-up. Individual tolerance varies, which is why she stresses the importance of practice.

Dr Hanach advises that carb-loading strategies should be tested during training to find what feels comfortable. “When done properly, it can make the final kilometres feel noticeably more manageable.”

The adidas activation also reflects a broader shift in how brands engage with running culture, focusing less on pure performance messaging and more on shared behaviours and community moments.

By anchoring the idea around a familiar pre-race habit, carb-loading becomes less about solitary meal prep and more about a collective experience.

For runners descending on Dubai this weekend, the takeaway is straightforward: fuel well, run strong, and enjoy the ritual.

The Adizero Pasta activation takes place at the Adizero House of Fast, Kite Beach, Dubai, with limited citywide availability via Careem.

Running events in the UAE in February

Sunday, February 1
Dubai Marathon – full marathon (42.2 km), 10 km, 4 km fun run

Sunday, February 8
Burj2Burj Half Marathon – 21.1 km, Dubai

Saturday, February 14
Ras Al Khaimah (RAK) Half Marathon – half marathon, 10 km, 5 km, 2 km

Wednesday, February 18
Skechers Performance Night Run, Dubai – 10 km, 5 km, 3 km

Dubai-based Indian real estate entrepreneur and chairman of Confident Group, Dr C.J. Roy, has died by suicide, according to Indian media reports on Friday.

Indian authorities said Roy was found with a gunshot wound inside his office in central Bengaluru and was later declared dead at hospital. Police have launched an investigation into the circumstances surrounding the incident and have not disclosed an official motive.

Multiple Indian media outlets reported that the incident occurred on Friday afternoon and coincided with an ongoing visit by Income Tax Department officials to Roy’s office premises. Police officials said forensic teams were called to the scene and procedural formalities, including a post-mortem examination, have been initiated.

Roy, 57, was a prominent real estate developer with business interests spanning India, the UAE and the US. According to Indian media, he is survived by his wife, a son and a daughter.

A UAE Golden Visa holder, Roy was based in Dubai and split his time between the UAE and India. He was also active in film production and was a well-known public figure in Kerala, his home state.

Founded nearly two decades ago, Confident Group has delivered more than 200 residential and commercial projects across southern India. In recent years, the company expanded its footprint in the UAE, positioning Dubai as a key growth market.

Confident Group entered the Dubai property market with the Confident Lancaster project in Liwan, Dubailand. The project was delivered 11 months ahead of schedule in June 2024.

According to the company website, the group outlined a growing development pipeline in Dubai, with 11 projects currently listed in its official portfolio, spanning completed developments as well as projects in the “coming soon” and early planning stages.

While the group has delivered more than 210 projects globally, primarily across India, Dubai is emerging as a key growth market in its international expansion strategy.

Police officials in India said investigations are ongoing and that statements from family members and associates are being recorded. Further details are expected as authorities continue to examine both personal and professional aspects linked to the case.

Boosting bilateral investment flows and expanding cooperation is part of a new memorandum of understanding (MoU) inked between the UAE and Scotland

The agreement was signed by Mohammad Abdulrahman Alhawi, undersecretary at the UAE Ministry of Investment, and Kate Forbes, Scotland’s deputy first minister and cabinet secretary for economy and Gaelic this week.

The MoU sets out a framework for cooperation in investment promotion and facilitation, including closer coordination between government bodies, investment promotion agencies, chambers of commerce and private sector stakeholders in the UAE and Scotland.

“This Memorandum of Understanding reinforces the Ministry of Investment’s commitment to building lasting and meaningful partnerships with leading global economies,” Alhawi said. “This agreement builds on sustained engagement between the UAE and Scotland across government, businesses and investors, including most recently through Investopia, and reflects our shared ambition to translate dialogue into tangible outcomes.”

He added: “We look forward to deepening this partnership further and creating high-quality investment opportunities that benefit our respective business ecosystems and support long-term, sustainable growth.”

Cooperation under the agreement will include the exchange of information on investment legislation, policies and regulations, the identification of investment opportunities across sectors of mutual interest, and support for partnerships between public and private sector entities, including small and medium-sized enterprises.

Business engagement will form a central pillar of the cooperation, with plans for joint forums, exhibitions, investment missions and networking events to strengthen links between UAE and Scottish companies and investors.

The agreement builds on recent collaboration through Investopia Global Edinburgh, held in December 2025, and includes support for Scottish company participation at Investopia’s flagship event in Abu Dhabi in April 2026. The two sides also plan to deliver a series of Investopia Global sessions during the year and host a larger Investopia Global event in Scotland in late 2026.

“This agreement opens doors for Scottish businesses of all sizes to grow and succeed on the international stage,” Forbes said. “By connecting our entrepreneurs with UAE partners and investors, we are creating real opportunities for jobs and prosperity across Scotland.”

She added: “Attracting global investment into Scotland is crucial to growing the economy, a key priority of this government.”

The MoU will be implemented through designated focal points on both sides, who will oversee cooperation activities and agree forward work plans through regular coordination meetings.