Novo Nordisk has appointed Venkat Kalyan as general manager for the Gulf, strengthening its leadership team as the pharmaceutical company expands its presence across one of its key strategic growth regions.

Based in the Gulf, Kalyan will oversee the company’s operations across the UAE, Qatar, Kuwait, Bahrain, Oman and Yemen, with responsibility for strengthening healthcare partnerships, driving innovation and improving outcomes for patients living with chronic diseases.

The appointment reflects Novo Nordisk’s confidence in the Gulf’s evolving healthcare landscape and the UAE’s growing role as a regional hub for medical research, innovation and collaborative healthcare initiatives.

Commenting on his appointment, Kalyan said: “The Gulf markets hold real potential and are exceptionally well positioned to lead the next phase of healthcare transformation. I look forward to building on Novo Nordisk’s strong foundation in the region and working closely with all our healthcare stakeholders to improve outcomes for patients.”

Kalyan brings nearly 30 years of experience in the pharmaceutical and healthcare industry, including 18 years with Novo Nordisk. Before assuming his new role, he served as general manager of the company’s Gulf Emerging Markets Cluster.

His leadership experience spans multiple international markets, including India, Switzerland, Denmark, Middle Africa, South Africa and the Gulf region, providing broad experience in managing healthcare businesses across developed and emerging markets.

Novo Nordisk said the Gulf has become an increasingly important part of its global growth strategy as healthcare systems across the region continue to invest in innovation, chronic disease management and patient-centred care.

The company said it remains committed to expanding access to healthcare solutions while working with governments, healthcare providers and other stakeholders to support the development of more sustainable and accessible healthcare systems across the Gulf.

eSIM technology may be mature, widely supported and available across most modern smartphones, but its path to mainstream adoption remains uneven.

For Deepak Gusain, COO of new-generation fintech marketplace Cartex, the issue is not a failure of the technology itself. Instead, adoption is being held back by fragmented customer journeys, limited awareness and regulatory processes that can undermine the central benefit of eSIM: instant digital connectivity.

“I would not say eSIM has failed. Rather, its adoption has been highly uneven. The technology is mature, device compatibility is expanding and operator support is widespread. The real constraint is the surrounding ecosystem: how easily consumers can discover, purchase, activate and manage an eSIM, and whether regulation supports a fully digital journey.”

Gusain has more than 20 years of experience across telecoms and fintech, including senior leadership positions at Tata Communications. He believes the next phase of eSIM growth will be shaped by collaboration between telecom operators, fintechs, travel platforms and digital wallets rather than by network operators acting alone.

Infrastructure does not guarantee adoption

Global eSIM adoption illustrates the gap between technical capability and consumer uptake.

“The Global eSIM Index illustrates this clearly. China and India, two of the world’s largest telecom markets, rank 36th and 49th respectively, while the much smaller South Korea ranks ahead, partly due to regulatory support for digital activation. Market size alone guarantees nothing.”

Consumer awareness remains another challenge. Operators may offer eSIM services, but users often do not know that the option exists or understand how it differs from a physical SIM, Gusain reveals.

For Gusain, this reflects a wider problem facing digital infrastructure providers: the availability of a technology does not automatically translate into demand. “That gap between technical availability and consumer understanding is not unique to eSIM. It is a recurring challenge in digital infrastructure: launching a capability does not automatically create adoption.”

Fintech companies are gaining ground in travel eSIM distribution because they can offer connectivity as part of an existing customer journey.

A telecom operator typically markets connectivity as a standalone service, requiring customers to actively search for, compare and purchase a plan. Fintech platforms, by contrast, can introduce an eSIM while a customer is already preparing for international travel.

“Fintechs are not necessarily offering a different eSIM, but they are offering it in a different context.”

A customer exchanging currency, activating a travel card, arranging insurance or booking accommodation can be offered connectivity without leaving the platform they already use.

“The customer does not actively decide, ‘I need an eSIM,’ but simply continues a familiar journey in which connectivity is already embedded. This reduces friction significantly.”

According to Gusain, users activating an eSIM through their primary financial application have stronger retention than those purchasing connectivity through a separate app.

“Users who activate eSIM directly in their main financial application show a 22 per cent higher retention over the year compared to those who purchase a connection through a separate application. The product itself is the same, but the friction between the desire and the result is much lower in apps where everything is gathered together.”

This ability to place connectivity at the point of need could allow fintechs, travel companies and digital wallets to become the most influential distribution channels for eSIM services.

The UAE adoption gap

The UAE combines advanced mobile infrastructure, high smartphone penetration and globally competitive telecom operators. Yet the country ranked 41st in the Holafly Global eSIM Index 2026.

Gusain argues that the ranking should not be viewed as a reflection of the UAE’s telecom capabilities.

“The UAE’s ranking should not be interpreted as a weakness in its telecom infrastructure. The country has highly advanced mobile networks, strong smartphone penetration and sophisticated operators. In fact, the same index ranks e& third among the 171 operators evaluated globally, while du ranks 24th. It also estimates that approximately 65 per cent of devices in the UAE market are eSIM-capable.”

The more significant issue, he says, is the impact of regulation and activation requirements on the customer journey.

He adds: “The answer is that the very methodology of the index contains a kind of penalty for regulatory heaviness. This means that even if the infrastructure itself is perfect, if the activation process is bureaucratically complicated, it still drags the final ranking down.”

Restrictions affecting some international travel eSIM providers can also reduce consumer choice after travellers enter the country.

“In the UAE, access to or initial activation through certain international travel eSIM providers may be restricted once the traveller is already inside the country. This can reduce consumer choice and create additional friction, even though domestic operators have strong eSIM capabilities.”

The market therefore highlights the difference between advanced network infrastructure and an open digital marketplace for travel connectivity.

“The UAE therefore demonstrates an important point: world-class connectivity infrastructure and an open travel-connectivity marketplace are not necessarily the same thing,” Gusain says.

Saudi Arabia offers a regional contrast

Saudi Arabia’s ranking offers a contrasting example of how regulatory support can accelerate adoption even in markets with broadly comparable infrastructure.

Gusain says: “For contrast, it is worth looking at Saudi Arabia — it ranks 10th in the world with a score of almost 80, thanks to Vision 2030 and targeted regulatory support. Turns out that in a region with a similar infrastructure, a more user-friendly regulatory policy can make a difference of more than thirty positions.”

Across the Gulf, the commercial opportunity is significant. The region combines high smartphone penetration, substantial inbound and outbound travel and a population accustomed to digital onboarding, mobile wallets and super apps.

However, Gusain says technical readiness must be matched by regulation that preserves the convenience of digital provisioning.

“If purchasing and activation require multiple identity checks, physical presence, restricted distribution channels or an operator-specific process, the central advantage of eSIM which is instant digital provisioning is weakened.”

This explains why countries with similar network quality can record very different adoption levels.

“The Gulf has the underlying conditions to become one of the world’s most important eSIM regions. But the speed of adoption will depend on whether regulation, operator models and digital distribution are aligned around a low-friction customer experience.”

Embedded connectivity emerges as the winning model

The long-term eSIM market is unlikely to be controlled exclusively by a single sector.

Operators retain assets that fintechs and travel platforms cannot easily replicate, including spectrum, national network infrastructure, wholesale capacity and control over mobile service provisioning.

He says: “Telecom operators own strategic assets that are extremely difficult to replicate: licensed spectrum, network infrastructure, subscriber management, wholesale connectivity and operational control of the mobile service. Fintechs, travel platforms and digital wallets have a different advantage: they own the customer interface, payment relationship and context in which the need for connectivity arises.”

A financial platform can identify when a user is exchanging currency or making an overseas transaction, while a travel app knows when a customer is booking a flight or hotel.

“The strongest model will therefore be embedded connectivity: operators provide the underlying network, while fintech, travel and commerce platforms distribute and contextualise the service.”

Under this model, consumers may not actively select an eSIM provider. Connectivity will instead become one component of a wider travel or financial experience.

“Customers may not consciously choose an eSIM provider at all; connectivity will simply be built into an experience they already use.”

Gusain believes telecom operators and fintech companies will generate more value through partnerships than by attempting to replicate one another’s business models. There may be cases in which operators expand into financial services or fintechs move deeper into mobile connectivity. However, vertical integration will not always represent the most efficient use of capital or expertise. “For a telecom operator to build a bank from scratch is just ineffective, just as it makes little sense for a bank or an eSIM provider to build its own mobile network. Each player focuses on its core strengths, which boosts the final result and the quality of the service.”

The trade-off is that commercial value must be shared between the network owner and the platform controlling distribution.

“But sharing the economics of a larger and more engaged customer base is often preferable to retaining all the economics of a smaller standalone product.”

For operators, this could mean shifting from direct customer acquisition towards wholesale connectivity, API access and embedded distribution agreements.

An invisible layer of the digital economy

Over the next five years, Gusain expects eSIM to become less visible as a standalone telecom product and more deeply integrated into banking, travel and loyalty platforms.

The companies best positioned to succeed will be those capable of combining network reliability with seamless distribution, payments and regulation. “The strongest proposition will come from an ecosystem combining reliable infrastructure, intuitive distribution, integrated payments and supportive regulation — not necessarily the company with the largest network.”

Telecom operators will remain essential, but their role may become less visible to the end customer.

“Telecom operators will remain indispensable because fintechs and travel platforms cannot replicate licensed spectrum or national infrastructure. However, they may become less visible, managing connectivity and provisioning while another brand owns the customer relationship.”

Operators can respond by making their networks easier to integrate through APIs and commercial partnerships.

Gusain concludes: “The future is not telcos versus fintechs, but interconnected platforms delivering connectivity, payments, identity and travel services as one seamless experience.”

The United States has issued a worldwide security caution for its citizens, warning that escalating tensions in the Middle East could lead to travel disruptions, airspace closures and broader security risks affecting Americans overseas.

In an advisory issued on July 20, the US Department of State urged Americans worldwide to exercise increased caution, citing a “complex” security environment with the potential for unforeseen escalation.

The advisory said US citizens currently in the Middle East should remain vigilant and prepare for possible flight cancellations, periodic airspace closures and wider travel disruptions. It also advised Americans outside the region to reconsider travel to and through the Middle East as geopolitical tensions continue to evolve.

The warning comes as airlines, airports, logistics operators and multinational businesses continue to navigate heightened regional security risks that have periodically disrupted commercial aviation and supply chains in recent weeks.

The State Department also warned that US diplomatic facilities, including those outside the Middle East, have been targeted, adding that Iran and groups supportive of Iran could target other US interests overseas or locations associated with the United States and American citizens around the world.

For businesses with internationally mobile workforces, the advisory underscores the need to review travel policies, monitor airline schedules and contingency plans, and maintain close communication with employees travelling through or operating in the Middle East.

The department encouraged US citizens to monitor embassy and consular security alerts, follow local authorities and news updates, and enrol in the Smart Traveler Enrollment Program (STEP) to receive the latest security notifications. Travellers were also advised to review destination-specific travel advisories before making international travel plans.

The latest advisory follows a series of security alerts issued by governments and aviation authorities in response to the deteriorating regional security environment, which has prompted temporary airspace restrictions and flight cancellations across parts of the Middle East in recent weeks.

Read: Gulf travel alert: Emirates, AirArabia and flydubai cancel some GCC flights

Abu Dhabi Global Market (ADGM) has recognised Tether Gold (XAU₮) as an Accepted Spot Commodity, allowing authorised firms operating within the international financial centre to offer services involving the token, subject to obtaining the necessary regulatory approvals.

The recognition marks another step in the UAE’s efforts to build a regulated ecosystem for digital assets and tokenised real-world assets, while expanding the range of products available to licensed firms operating from ADGM.

Issued by digital assets company Tether, XAU₮ is backed by physical gold, with each full token representing one troy ounce of gold held in a London Good Delivery bar. The token enables investors and institutions to gain exposure to gold while benefiting from blockchain-based settlement, transferability and transparency.

The approval follows engagement between Tether and ADGM to demonstrate the token’s resilience, transparency and compliance standards, providing regulated firms with a clearer framework to offer services linked to XAU₮.

Paolo Ardoino, CEO of Tether, said: “The UAE continues to show real leadership in digital asset regulation, and Tether is proud to keep building alongside that progress. By bringing XAU₮ into its Spot Commodities framework, ADGM is creating new room for firms with the relevant regulatory permissions to work with a token backed by physical gold. This is an important step for tokenized real-world assets and for the growth of practical, regulated digital finance in the Middle East.”

Arvind Ramamurthy, chief market development officer at ADGM, said: “ADGM continues to advance a trusted, well-regulated environment that enables responsible innovation across digital assets and tokenised real-world assets. The recognition of XAU₮ as an Accepted Spot Commodity further strengthens the breadth of products and services available to firms operating from ADGM, supporting the continued scaling of business activity within ADGM and Abu Dhabi’s growing financial ecosystem.”

The decision builds on the Financial Services Regulatory Authority’s earlier recognition of USD₮ as an Accepted Fiat Referenced Token, further expanding the range of Tether products that authorised firms in ADGM can support.

Demand for tokenised real-world assets has accelerated as financial institutions explore more efficient ways to issue, transfer and manage traditional assets on blockchain infrastructure. According to Tether, tokenised real-world assets now represent more than $31bn in distributed asset value, up from around $6.6 billion a year earlier.

The latest approval reinforces Abu Dhabi’s ambition to position itself as a regional hub for regulated digital finance while supporting broader institutional adoption of blockchain-based financial products.

Priority Pass has grown from 1,500 lounges to more than 1,900 experiences, but that number understates what’s actually shifting. The platform is no longer primarily about lounge access. It’s expanding into dining, wellness, spas, and sleep offerings, driven by a fundamental change in what premium travellers expect from their airport journey.

As card issuers tighten lounge benefits and competition intensifies from proprietary networks and issuer-built lounges, Collinson International is redefining Priority Pass as a broader marketplace of airport experiences, anchored by data, personalisation, and seamless technology. For the Gulf, a region setting the global benchmark for premium aviation, this evolution is particularly relevant.

Priyanka Lakhani, SVP Commercial EMEA at Collinson, explains why the market is maturing, how technology should remove friction rather than replace service, and what Priority Pass will look like by 2030 when the metric that matters most is relevance.

Priority Pass has grown from around 1,500 to over 1,900 lounges and experiences. What’s driving that expansion, and where is the white space?

Our expansion is being driven by continued growth in global travel and evolving traveller expectations. As comfort, convenience and flexibility become increasingly expected, we’ve expanded beyond lounges into dining, wellness and rest experiences, giving travellers and partners more relevant and differentiated options.

We see significant opportunities in high-growth regions such as the Middle East, Brazil and Asia-Pacific, where investment in airport infrastructure is accelerating. Our focus is not simply on adding more locations, but on delivering the right experiences at the right moment while creating greater value for our partners.

The vast majority of members come through bank and card partnerships. How is the B2B2C balance shifting and is direct to consumer a priority?

Our B2B2C model remains a core strength. Partnerships with banks, card issuers and loyalty programmes allow us to deliver value at scale, embedded within broader financial and lifestyle propositions that enhance the customer experience.

What we’re seeing isn’t a shift away from B2B2C, but an evolution of it. Clients increasingly want more tailored, experience-led benefits, and we support that through our flexible platform and growing portfolio of airport experiences. Direct-to-consumer also remains important, helping drive accessibility, engagement and insight into changing traveller needs. Ultimately, our focus is on creating value across the entire ecosystem for both partners and travellers.

Several card issuers have tightened lounge benefits. Does premiumisation risk devaluing the product?

We see this less as a risk and more as a sign of a maturing market. Demand for premium airport experiences continues to grow, and as it does, providers naturally evolve access models to maintain quality, consistency and long-term value.

Premiumisation isn’t simply about access; it’s about offering more choice and personalisation. That’s why we’ve expanded beyond lounges into dining, wellness and rest experiences, while also introducing offerings such as Priority Pass Private for travellers seeking greater privacy and exclusivity. Our focus is on expanding experiences and investing in solutions such as pre-booking, ensuring the airport journey remains relevant, high quality and tailored to evolving traveller expectations.

How do you view competition from other networks and issuer-built lounges?

Competition reflects the strength of demand for premium airport experiences. As travellers expect more from their airport journey, a variety of models have emerged, from proprietary lounge networks to independent platforms, each serving different needs within the broader travel ecosystem.

Our position is deliberately distinct. We operate an asset-light, partnership-led model that provides global scale, flexibility and a wide choice of experiences across markets. As the ecosystem becomes increasingly interconnected, travellers continue to expect consistency and choice throughout their journey. By bringing together a broad network of experiences, we help our partners deliver value while ensuring travellers have access to high-quality options wherever they travel.

The programme now includes lounges, dining, spas and sleep. Is it becoming a broader marketplace?

As airports evolve into more dynamic environments, travellers increasingly expect greater choice in how they spend their time, whether that’s working, dining, relaxing or recharging. That’s why we’ve expanded beyond traditional lounge access to offer a broader range of airport experiences that cater to different needs and moments in the journey.

In that sense, Priority Pass is evolving into a broader airport experiences platform. Lounges remain at the core, but they’re complemented by dining, wellness and rest experiences that give travellers more flexibility while helping our partners deliver more relevant and differentiated benefits.

What role will technology play in the next phase of growth?

Technology will play a key role in making airport journeys more seamless, efficient and personalised, but we believe it works best when it removes friction rather than replaces the human element. Travellers want experiences that are intuitive and stress-free, while still valuing service and human interaction at important moments in their journey.

A good example is our airport fast track offering, now available at 28 airports, which allows travellers to pre-book expedited security access through the Priority Pass app. Looking ahead, we see opportunities across biometrics, smarter capacity management and personalised digital experiences, creating a more connected journey where technology quietly supports the traveller.

How are traveller expectations evolving in the Gulf?

Traveller expectations in the Gulf are being shaped by the region’s ambitious investment in aviation infrastructure, which continues to raise the bar for the airport experience. Gulf travellers increasingly expect frictionless journeys, premium experiences beyond the cabin, and technology that removes effort rather than adds complexity.

We’re seeing growing demand for connected, seamless experiences, from high-quality lounges and wellness services to smarter digital solutions that improve flow through the airport. The Gulf continues to set a global benchmark for modern aviation, and many of the innovations emerging here are helping shape airport experiences around the world.

What does Priority Pass look like in 2030 and what metric matters most?

By 2030, Priority Pass will have evolved into a fully connected travel experience platform, designed around the needs of different traveller segments for seamless and intuitive airport journeys.

We are moving in this direction through continued investment in innovation, technology and personalisation. The proposition is expanding well beyond lounges to include a broader ecosystem of airport experiences, from dining and wellness to fast track and premium services, reflecting the needs of today’s travellers.

We also benefit from the wider Collinson ecosystem. Through global partnerships and the work of Airport Dimensions in developing next-generation airport spaces, we can bring new concepts to market quickly, shaped by real traveller insight.

For our partners, this creates greater opportunity to deliver compelling, tailored value propositions across every customer segment. Ultimately, the metric that matters most in 2030 is relevance. Success will be defined by how effectively Priority Pass uses data, personalisation and segmentation to deliver the right experience to the right traveller at the right moment, creating meaningful value for both travellers and our partners.