The new rules of M&A: How Middle Eastern buyers are rewriting the game
Global dealmaking is in a new cycle, one driven by strategy, not volume. Lukas Poensgen, co-head of EMEA M&A, and Eddie Martin, head of EMEA Leveraged Finance, at Bank of America, discuss what separates this recovery from past booms, why financing is now a make-or-break strategic decision, and how the Middle East’s unique combination of capital, energy access, and policy ambition is positioning the region as a genuine force in cross-border dealmaking
08 September, 2026
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The dealmaking game has fundamentally changed. It’s no longer about the number of transactions closing or the capital sitting on the sidelines waiting to deploy. It’s about strategy. It’s about execution certainty. And it’s about knowing, before you ever put in a bid, whether you can actually close.
For Middle Eastern buyers, particularly those in the UAE and Saudi Arabia, this shift creates a real moment. For years, the region was characterised by capital abundance but limited deal sophistication. Now, that’s flipping. The buyers who are winning internationally are the ones who’ve figured out that a superior funding plan can actually win deals. That financing flexibility isn’t a luxury—it’s a competitive differentiator. And that the AI infrastructure boom isn’t about software: it’s about power grids, cooling systems, and the unglamorous but essential backbone that makes AI possible at scale.
Here, Lukas Poensgen, co-head of EMEA M&A at Bank of America, and Eddie Martin, head of EMEA Leveraged Finance, discuss what’s driving the next wave of dealmaking, why the Middle East’s advantages in energy and policy matter more than people realise, and what could actually derail the momentum.

Global M&A has regained momentum. What is different about this cycle?
Poensgen: The recovery is being led by value rather than the number of transactions. We are seeing larger, strategic situations, while activity at the smaller end is more measured. Global deal value is on track to surpass $6tn in 2026, with larger transactions driving activity.
In MENA, 643 transactions worth $48.7bn were announced in the first half of the year, according to LSEG Deals Intelligence. More stable financing conditions have helped. There is also a behavioural shift: as companies see competitors pursue strategic opportunities, there is greater pressure to consider where M&A can accelerate growth or strengthen competitive positioning.
How has financing become part of the strategic decision?
Martin: Financing can no longer be arranged only after a price has been agreed. Buyers need to consider funding certainty, structure and flexibility from the outset because these factors can affect valuation, execution risk and the transactions they can pursue. The backdrop is materially stronger than it was 18 months ago. Bank financing capacity has strengthened, loan and high-yield markets are available, and private credit remains relevant where borrowers need flexibility. For well-prepared buyers, the advantage is having genuine choice rather than relying on one source of capital.
Is the financing dynamic different in the Middle East given the region’s access to capital?
Martin: It can be. For many of the region’s largest buyers, the question is not simply whether capital is available, but how best to fund a transaction. Strong balance sheets provide flexibility, while external financing can preserve liquidity, optimise the capital structure and maintain capacity for other investments. As Middle Eastern buyers pursue larger and more complex cross-border transactions, having several financing options available can strengthen execution certainty and provide greater flexibility around how capital is deployed.
What does that mean for UAE and Saudi buyers pursuing opportunities overseas?
Poensgen: It makes early alignment between investment strategy, financing and regulatory planning especially important. Outbound M&A by MENA acquirers totalled approximately $25bn in the first half of 2026. In competitive cross-border processes, execution certainty can be a differentiator. Sellers assess not only price, but also the credibility of the funding plan, the buyer’s regulatory preparedness and its ability to complete.
How is AI changing what companies want to own?
Poensgen: The opportunity extends well beyond software. There is increasing focus on the “picks and shovels” of the AI economy: power generation, electricity grids, data-centre infrastructure, cooling systems and industrial technologies. At the same time, some sponsors are more cautious about software businesses whose competitive position five years from now is difficult to predict. That is increasing the relative appeal of established industrial and infrastructure assets. The key question is which businesses provide the energy, equipment and physical infrastructure required for AI adoption at scale.
Does this create a distinctive opportunity for the UAE and Saudi Arabia?
Poensgen: Both markets combine access to capital, policy ambition and potential advantages in energy availability, all of which matter for data-intensive infrastructure. The investment case must still be assessed project by project, including power requirements, financing structure and revenue visibility. The opportunity extends across the infrastructure required to support AI at scale, from power and cooling to connectivity and industrial supply chains as well as partnerships that can bring technology and manufacturing capability into the region.
Which other sectors could drive Middle East-related cross-border activity?
Poensgen: Infrastructure, energy, digital connectivity and advanced manufacturing are likely to remain important areas of cross-border activity for the region. These sectors align closely with economic diversification priorities and the growing focus on technology, energy security and industrial development. We are also seeing interest in opportunities that can bring strategic capabilities, technology and expertise into the region through partnerships and long-term investments. Increasingly, M&A is not simply a way to deploy capital, but a route to acquiring capabilities and building strategic positions internationally.
What could disrupt deal activity in the second half?
Martin: The market has remained resilient through geopolitical shocks. A more material risk would be a deterioration in financing conditions, particularly if renewed inflation led to a sharp rise in interest rates. That would affect debt affordability, investor demand and valuation expectations. Geopolitics still matters if it disrupts energy markets or the wider macroeconomic environment, but uncertainty does not automatically stop strategically important transactions. Buyers should preserve financing alternatives rather than depend on a single market remaining open. For Middle Eastern buyers with significant liquidity, that optionality can also preserve balance-sheet capacity for a broader investment programme.
What is your outlook for M&A in the UAE and wider Middle East?
Poensgen: We expect the region to remain an important force in international dealmaking. Outbound M&A by MENA acquirers totalled approximately $25bn in the first half of 2026. Activity will continue to be shaped by economic diversification, AI infrastructure, energy, advanced manufacturing and the international ambitions of sovereign and strategic buyers. The region is increasingly contributing not only capital, but long-term industrial ambition and strategic partnerships that can shape cross-border investment.
And from a financing perspective?
Martin: Access to capital is clearly a strength of the region, but the differentiator is increasingly how that capital is deployed. Financing flexibility can help preserve liquidity, optimise capital structures and maintain capacity to pursue multiple opportunities. That becomes increasingly important as Middle Eastern buyers pursue larger and more complex transactions internationally.
























