Daman Virtual’s Ahmed Ismail on Dubai’s institutional crypto opportunity

The Daman Virtual co-founder tells us why regulation alone won’t close the gap between Dubai’s crypto framework and the institutional capital it has been built to attract

Neesha Salian

13 May, 2026

Daman Virtual’s Ahmed Ismail on Dubai’s institutional crypto opportunity

Image: Supplied

Article Summary

Dubai aims to be a leading crypto hub, but institutional adoption faces hurdles such as banking friction and operational readiness. Daman Virtual, licenced by VARA, targets family offices and corporates with AED settlement and UAE banking rails. They aim to bridge the gap between regulated infrastructure and institutional capital by addressing concerns around volatility, custody risks and governance.

Dubai has built one of the most credible regulatory frameworks for virtual assets anywhere in the world, but the institutional money the city has been courting has been slower to arrive than many expected. Banking friction, custody concerns and operational readiness still sit between regulated infrastructure and serious capital, and closing that gap is now the central battleground for the next phase of the industry.

That is the space Daman Virtual, the digital asset arm of long-established UAE broker Daman Securities, is built to occupy. With a Virtual Assets Regulatory Authority (VARA) licence, AED settlement, UAE banking rails and an institutional-first service model, the platform is targeting family offices, corporates and treasury desks rather than retail volume.

Co-founder Ahmed Ismail speaks to Gulf Business about why institutional adoption has lagged, how stablecoin rails are reshaping settlement, and where the real opportunity lies across the GCC and beyond.

Dubai has positioned itself as a regulated crypto hub through the VARA, but institutional adoption globally has still been slower than many expected. What are the biggest barriers you’re seeing among UAE institutions, family offices and corporates when it comes to entering virtual assets?

The barriers are fairly consistent: regulatory clarity in practice, banking friction, and operational readiness.

Institutions do not look at virtual assets in the same way as retail users. They need to know that whatever they are doing can stand up to scrutiny from regulators, banks, auditors, investment committees and boards. For a long time, much of the market infrastructure was either retail-led, offshore, or not built around the standards institutional capital requires.

That is where Dubai has made real progress. VARA has created a framework that institutions can point to when considering this asset class, and that matters. It gives serious market participants a clearer path to engage with virtual assets in a regulated, supervised environment.

But regulation alone is not enough. Institutions also need banking rails, custody arrangements, transaction monitoring, governance, and a clear audit trail around client funds, execution and settlement. Without those pieces, adoption remains difficult.

The other major shift is stablecoin payment rails. The market is moving beyond the idea of virtual assets as purely speculative instruments. Institutions are starting to look at blockchain-based settlement as a way to move value faster, more transparently and with less friction than traditional rails. In many areas of financial markets, settlement can still take days. With stablecoins, value can move almost instantly.

That is where the next phase of adoption will come from: not just buying and selling crypto, but using regulated virtual asset infrastructure for treasury, payments, settlement and cross-border flows. Dubai is well placed to lead that transition.

You’re launching Daman Crypto with AED settlement and UAE banking rails, which is relatively rare in the region. How important is solving fiat on/off-ramp friction, and are local banks becoming more comfortable servicing virtual asset businesses?

It is foundational. Without solving the on-ramp and off-ramp, the rest of the market cannot scale properly.

For institutions, the issue is not simply buying or selling a virtual asset. It is how the full flow works: where the fiat comes from, where it settles, which bank is involved, how compliance is handled, how quickly funds can move, and whether the entire process can stand up to scrutiny from banks, regulators, auditors and investment committees.

Historically, many clients had to route flows offshore or work through fragmented local OTC desks. That added cost, delay, complexity and compliance risk. Global platforms may have liquidity, but they often cannot provide local AED settlement in the way UAE clients require. Informal local desks may appear fast, but they create significant security, counterparty and money laundering risks. They are not a viable route for institutions that need regulated counterparties, bank-grade controls, transaction monitoring, and a proper audit trail around source of funds, execution and settlement.

This is particularly important when you compare traditional banking rails with digital asset settlement. In traditional markets, settlement can often be T+2 or T+3. With stablecoin rails, settlement can happen almost instantly and outside normal banking hours. That difference matters for corporates, family offices and institutions managing liquidity across markets and time zones.

Daman Virtual is built to close that gap. We are focused on regulated virtual asset execution and conversion, with UAE banking rails and AED settlement at the centre of the model. The objective is to combine the speed and efficiency of digital asset rails with the regulatory comfort and banking connectivity institutions require.

On the banking side, comfort is improving, but it remains selective. Banks want to see regulation, governance, transparency, strong AML controls and a serious management team. That selectivity is healthy. It raises the standard of the market and makes it harder for grey-market operators to compete with properly regulated platforms.

A lot of institutional investors remain concerned about volatility, custody risks and regulatory uncertainty in digital assets. How are you addressing those concerns, and what safeguards do you have in place beyond simply being VARA licensed?

We treat those concerns as the baseline, not the exception.

VARA licencing is the foundation, but sophisticated clients understand that a licence is only one part of the equation. What matters is how the platform is operated day to day: segregation of client assets, strong custody arrangements, clear execution controls, transaction monitoring, cybersecurity governance, and a clear audit trail around client funds, execution and settlement.

On volatility, most institutional clients understand market risk. They know that digital assets can move quickly and they price that accordingly. What they are less willing to accept is unnecessary operational risk, counterparty risk, settlement risk or compliance uncertainty.

That is where our focus sits. Daman Virtual has been built around regulated infrastructure, UAE banking rails, strong governance, and an institutional service model. We are not trying to make virtual assets feel casual or speculative. We are trying to make access to this market more familiar, controlled and accountable for clients who already operate in regulated financial markets.

Stablecoin and digital asset settlement also address a very practical problem: speed. In traditional financial markets, capital can remain tied up for days because of settlement cycles and banking cut-off times. Digital asset rails can allow value to move much faster, including outside normal banking hours. For institutions, that can improve liquidity management, reduce friction and make cross-border flows more efficient.

The long-term winners in this industry will not just be the platforms with the best app or the most tokens. They will be the platforms that institutions, banks and regulators are comfortable dealing with over time.

Dubai has attracted major global crypto players, from Binance to Crypto.com. Where does Daman Virtual differentiate itself in an increasingly crowded market, particularly when targeting institutional capital?

The market is crowded at retail level. It is still relatively underdeveloped at the institutional layer, and that is where we operate.

Many global platforms were built first for retail users and are now trying to move upmarket. Daman Virtual has been built for institutional and professional clients from day one. That influences everything: the governance, the service model, the settlement process, the compliance framework, and the way we support clients.

Our differentiation is also local. We are embedded in the UAE financial system through Daman Securities’ long-standing presence in the market. That heritage matters. For institutional clients, trust is not built through marketing alone. It comes from track record, governance, relationships and the ability to operate within the local financial system.

The combination of regulated virtual asset services, AED settlement, UAE banking rails, institutional relationship management and Daman’s broader financial markets pedigree is what makes us different. We are not trying to compete for retail volume or become another global exchange brand. Our focus is narrower and, we believe, more valuable: helping serious clients access virtual assets through a regulated, banked and institutionally familiar platform.

What clients want is not only liquidity. They want speed, settlement certainty, banking connectivity and comfort that the flow is being handled properly. That is where we believe Daman Virtual can carve out a very clear position.

You’ve said your ambitions extend across the GCC. Which markets are the biggest opportunities outside the UAE, and do you expect regulatory fragmentation across the region to slow expansion plans?

The opportunity is less about any single country and more about the corridors that matter most to our clients.

We see strong demand across the GCC and key Asian corridors, particularly where institutions, family offices, corporates and intermediaries are looking for faster, safer and more transparent ways to move value. These are markets where banking friction, settlement delays and cross-border complexity remain real issues, and where regulated virtual asset infrastructure can make a meaningful difference.

For us, the UAE is the natural anchor. It has the regulatory framework, the banking infrastructure, the talent base and the international connectivity to serve as a regional hub for this next phase of financial infrastructure.

Regulatory fragmentation is a reality, and we are pragmatic about that. This is not a market where you can simply copy and paste one model across every jurisdiction. Each market has its own licensing requirements, banking environment, regulatory expectations and pace of adoption.

But fragmentation does not mean the opportunity is limited. In fact, it can work in favour of serious regulated operators. As compliance expectations rise, grey-market activity becomes harder to justify, especially for institutions. That creates demand for platforms that can operate properly, with governance, transaction monitoring, banking connectivity and a clear audit trail.

Our approach is simple: build strongly from the UAE, focus on the GCC and Asian corridors where client demand is strongest, and expand only where the framework supports it. We are not trying to move faster than the regulatory environment allows. In this sector, discipline is a competitive advantage.

Interview finance Cryptocurrencies Digital Assets Daman Virtual

Cleanco’s Jamal Lootah on compliance, continuity and the new rules of facilities management

Group CEO Jamal Abdulla Lootah on why clients now expect near-zero downtime, why Dubai’s new building safety law is reshaping the sector, and how facilities management has moved from a back-office function to a boardroom priority.

Neesha Salian

13 May, 2026

Cleanco’s Jamal Lootah on compliance, continuity and the new rules of facilities management

Image: Supplied

Facilities management (FM) has spent decades as the quiet machinery behind the buildings we use — important, but rarely discussed at board level. That is changing fast. Regional disruption, tighter regulation and rising client demands have pushed the sector into a sharper, more accountable phase, where continuity, compliance and resilience are measured in real time rather than reported at year-end.

The shift has been particularly visible in the UAE. Dubai Law No 3 of 2026 has introduced a new building safety framework that places stricter expectations on inspections, system performance and documented accountability across the lifecycle of an asset.

Healthcare facilities are under heightened scrutiny on hygiene protocols and medical waste handling. Airports, government infrastructure and large mixed-use developments are demanding continuous coverage, predictive maintenance and AI-enabled visibility that were not part of the conversation a few years ago.

Few companies sit closer to this transition than Cleanco, one of the region’s largest integrated facilities management groups.

Group CEO Jamal Abdulla Lootah speaks to Gulf Business about how client expectations have evolved, where organisations are still falling short, and what genuinely effective FM partnerships look like in an environment where safety, traceability and service continuity have moved firmly to centre stage.

How have recent regional developments raised the bar for business continuity in FM, and what pressures are clients facing today that they weren’t facing a few years ago?

Business continuity is no longer something that sits in a document or operates as a back-office function. It has to be fully operational, visible, and continuously tested in real time. Clients are expected to maintain near-zero downtime, ensure occupant safety, respond rapidly to incidents, and demonstrate compliance in a way that is fully auditable.

The pressure is sharpest in healthcare facilities, aviation environments, government infrastructure and large mixed-use developments — sectors where service continuity directly impacts safety and user confidence. Healthcare clients are pushing harder on infection prevention, ICU hygiene standards, and compliant medical waste handling.

Airports and high-traffic public environments are demanding continuous cleaning coverage and rapid deployment during peak periods. Government and mixed-use clients are focused on inspection readiness, contingency manpower, spare equipment availability, and stronger vendor accountability.

In the past, organisations primarily viewed FM through the lens of service delivery and cost efficiency. Those still matter, but the scope has expanded. Clients now expect continuity, safety, technical reliability, hygiene assurance and emergency preparedness built into day-to-day operations, along with stronger accountability across the supply chain. There is also far greater demand for AI-enabled monitoring, predictive maintenance, smart building systems and real-time reporting, because continuity now depends on visibility, speed of response, and data-backed decisions.

The most significant shift, though, is the expectation of proactive risk management. FM has evolved from maintaining physical assets to protecting business operations, brand reputation and long-term resilience.

Dubai Law No. 3 of 2026 introduces a new building safety framework. What practical changes will FM leaders and building operators need to prepare for?

The legislation signals a clear shift toward a more structured and accountable approach across the lifecycle of an asset. For FM leaders, the biggest practical change is the need to be consistently inspection ready — maintaining accurate records on maintenance history, system performance, corrective actions, and the actual performance of critical systems. There is far less room now for reactive maintenance, undocumented modifications or fragmented data.

Teams will need stronger visibility across all critical systems, including HVAC, electrical, fire and life safety, water, and vertical transport, supported by clear reporting and disciplined follow-through on defects. Accountability is also sharper: while legal responsibility may rest on asset owners, FM teams will increasingly be measured on how effectively they ensure compliance, maintain system reliability, and respond to issues in a timely manner.

The organisations that succeed will be those that treat compliance as a continued operational discipline, not a one-time requirement.

Proactive maintenance is increasingly seen as a continuity essential rather than a budget line. Where are organisations still falling short, and how can FM partners help close those gaps?

Three gaps recur. First, a continued reliance on reactive maintenance, intervening only when something visibly fails. Second, a lack of clear understanding of asset conditions and criticality across facilities. And third, maintenance records and performance data that are too fragmented to support informed decisions. The result is a gap between what leadership believes is under control and what is actually happening on the ground.

Proactive maintenance is not just about increasing service frequency. It is about knowing which assets are critical to continuity, how they are performing, and when intervention is needed to prevent disruption.

Facilities management partners can close those gaps through asset criticality mapping, robust preventive and condition-based maintenance strategies, faster escalation of risks, and clearer reporting. The real value does not lie in fewer breakdowns but in the confidence that operations can continue safely and consistently under pressure.

Healthcare facilities operate under tighter readiness expectations. What should hospitals prioritise to strengthen hygiene, waste handling, and operational resilience without disrupting daily care?

The fundamentals come first: hygiene protocols that are consistent, measurable and tailored to healthcare environments, along with disciplined waste segregation and safe handling that minimise cross-contamination risk. But operational resilience also depends on the reliability of critical support systems around ventilation, water, power, and emergency response — and on strong coordination between clinical and non-clinical teams.

In practice, that means enhanced cleaning protocols for ICU and isolation rooms following discharge, structured hygiene processes in operation theatres, rapid-response cleaning for emergency departments during peak volumes, compliant handling of hazardous and medical waste, controlled laundry workflows, and preventive pest control. This applies across general hospitals, day surgery centres, outpatient clinics, specialised medical centres, diagnostic laboratories, rehabilitation centres, long-term care facilities and medical research facilities.

The challenge is strengthening all of this without disrupting daily care. The most effective approach is to integrate readiness into everyday operations rather than treating it as a separate compliance process — through clear SOPs, routine audits, well-trained frontline teams, and defined escalation protocols that align with healthcare workflows. A strong business continuity management approach ensures essential services, including hygiene and regulated waste operations, continue effectively during disruptions. In healthcare, resilience is not only about responding to incidents but preventing disruption before it impacts patient care.

Medical waste management is under heightened scrutiny. What are the key risks you see in the market, and how can providers improve safety, traceability, and compliance end to end?

Risks appear where operational discipline breaks down — at segregation, temporary storage, internal handling, collection, transport or final treatment. Incorrect segregation of hazardous waste, delays in internal collection, incomplete documentation, sub-standard temporary storage, or a lack of full visibility from generation to disposal can each compromise safety, compliance and public health.

End-to-end traceability is the central improvement area. Medical waste should never become invisible once it leaves the point of generation. Providers need strong chain-of-custody processes, secure containment, compliant transport, and fully auditable documentation at every stage in compliance with Polisaty requirements. In our own operations, all medical waste collection vehicles are fitted with GPS systems installed by the Environment Agency – Abu Dhabi, and waste is tracked from cradle to grave through the EAD Polisaty e-manifestation system.

There is also a cultural dimension. Even with the right systems in place, gaps in training or process discipline create risk. Providers need to reinforce performance through regular training, strict adherence to SOPs, clear handover protocols, continuous assessment, and transparent reporting. Because medical waste is a high-risk stream, operations must also meet stringent regulatory requirements — including refrigerated transport where required, and adherence to environmental emissions standards.

Ultimately, credibility in this market comes from demonstrating that medical waste is handled safely, correctly and verifiably from start to finish.

Strategic FM partnerships are becoming more important for both real estate and healthcare. What makes a partnership genuinely effective?

Shared accountability rather than transactional service delivery. The strongest partnerships are those where both sides are aligned on safety, uptime, compliance, user experience and continuity under pressure. That requires more than a standard SLA: it needs clear governance, transparency, and the ability to respond quickly when risks emerge. It also demands sector-specific expertise, because healthcare, residential and commercial environments each carry very different operational needs.

Effective partnerships are supported by defined governance structures, shared KPIs linked to uptime, hygiene compliance and response times, regular performance reviews, and clear escalation procedures. This creates a more transparent communication framework and helps ensure continuity and compliance are managed proactively rather than reactively.

A good partnership should simplify operations for the client. When services are fragmented, accountability becomes unclear. In well-structured collaborations, responsibilities are defined, issues are identified earlier, and corrective actions happen faster. Today, clients are not just looking for a vendor. They are looking for a trusted partner who can consistently safeguard operations and standards every day.

Across your own operations, which service lines are seeing the biggest shift in demand, and what investments is Cleanco prioritising to stay ahead?

The strongest demand shift is in service lines where compliance, safety and operational continuity intersect — integrated FM and technical maintenance, preventive maintenance programmes, specialised healthcare cleaning, compliance-driven waste management, and specialist cleaning in high-traffic or high-risk environments. Clients are pushing harder on asset reliability, reduced downtime, infection prevention, safety compliance, and measurable performance outcomes. The healthcare sector is leading this shift, as regulatory and client KPIs become more stringent and reinforce the need for traceability, audit readiness and operational discipline.

In response, our approach has become more integrated and performance-focused. We are placing greater emphasis on service coordination, report clarity, workforce readiness, and sector-specific discipline — moving clients away from fragmented service models toward a unified approach where continuity, compliance and accountability are managed together.

On investment, the focus is on strengthening the foundations that make facilities safer, more visible and resilient over time: equipment upgrades, structured inspection reporting, and quality assurance frameworks that improve service consistency and reduce reactive disruption. Our use of publicly referenced treatment infrastructure, such as the EU-compliant Rotary Kiln Incinerator, also contributes to safe and compliant waste treatment.

Digital visibility is the other major priority. As compliance requirements increase, clients need clear insight into performance, maintenance status and issue resolution — not only in FM service delivery but also in areas like environmental reporting and carbon footprint visibility. Innovation for us is not about adding new technology for its own sake. It is about using it to improve accountability, enable faster intervention and support better decision-making. At the same time, resilience still depends heavily on people and processes, which is why we continue to invest in training, HSE culture, standardisation and strong service governance.

In today’s environment, the companies that stay ahead will be those that combine operational discipline with smarter visibility and a long-term, continuity-focused approach.

Interview Dubai facilities management Cleanco

Dubai Taxi Company to acquire National Taxi in Dhs1.45bn deal

The combined fleet of DTC and National Taxi is expected to exceed 14,000 vehicles as of May 2026, serving an estimated 78 million trips annually across the UAE

Rajiv Pillai

13 May, 2026

Dubai Taxi Company to acquire National Taxi in Dhs1.45bn deal

Dubai Taxi Company (DTC) has signed a Sales and Purchase Agreement (SPA) to acquire 100 per cent of National Taxi, one of the UAE’s established taxi operators, in a transaction valued at Dhs1.45bn.

The acquisition, which will be funded through new bank debt facilities, marks a major expansion step for DTC as it seeks to strengthen its position across the UAE mobility market. The final consideration remains subject to adjustment under the terms of the SPA.

Founded in 2000, National Taxi operates approximately 2,500 licensed taxi plates and a fleet of more than 2,700 vehicles across Dubai, Abu Dhabi and Al Ain.

For the year ended 31 July 2025, the company completed 25.4 million trips, recorded a 98 per cent fleet utilisation rate, and generated Dhs774m in net revenue alongside Dhs183m in Earnings Before Interest, Taxes, Depreciation, and Amortisation (EBITDA).

According to DTC, the acquisition will increase its Dubai market share from 47 per cent to around 59 per cent, while also giving the company a 12 per cent share of the Abu Dhabi taxi market.

The combined fleet of DTC and National Taxi is expected to exceed 14,000 vehicles as of May 2026, serving an estimated 78 million trips annually across the UAE.

DTC said it intends to retain the National Taxi brand following completion of the transaction while integrating central functions including finance, procurement and back-office operations.

Abdul Muhsen Ibrahim Kalbat, group chairman of DTC, said: “This acquisition represents an important strategic milestone for DTC, strengthening our leadership position in Dubai while establishing a meaningful presence in Abu Dhabi. National Taxi is a well-established and high-quality operator with a strong financial profile, and this acquisition allows us to expand our platform, enhance scale and position the business for long-term growth.”

“Dubai has been the foundation of everything DTC has built, and we remain as confident as ever in its long-term trajectory. The UAE’s fundamental strengths in attracting investment, talent and visitors continue to underpin sustained demand for mobility services. This acquisition is a direct expression of that conviction, and of our commitment to growing DTC into a platform worthy of the city and country it serves,” he added.

Mansoor Rahma Alfalasi, group chief executive officer (CEO) of DTC, said: “The acquisition of National Taxi is a strong strategic and operational fit for DTC, enhancing our scale and strengthening our market position. The transaction is expected to be earnings accretive from the first full year of ownership, with further upside expected from procurement optimisation, centralised maintenance and disciplined integration over time.”

“The transaction has also been structured in line with our disciplined strategic approach to capital allocation with no equity dilution and a continued focus on balance sheet strength. In line with our five-year strategy, we remain committed to delivering sustainable growth while maintaining an attractive dividend profile for our shareholders and a healthy leverage profile,” he added.

Toufic Mitri, managing director at National Taxi, stated: “National Taxi has been a prominent taxi operator in Dubai and Abu Dhabi for 26 years. Throughout the past two decades, the company has consistently experienced steady growth, adopted new technologies and received multiple accolades.”

“In the past year we appointed Emirates NBD Capital Limited and Lazard Gulf Limited who undertook a competitive process to assess investor interest for the potential acquisition of National Taxi, attracting attention from investors across North America, Europe, Middle East and Central Asia. Ultimately, DTC submitted the most compelling proposal, and we are confident that DTC will guide National Taxi through its next phase of development,” he added.

DTC said the transaction is expected to generate synergies equivalent to around 5 per cent of National Taxi’s net revenue through fleet procurement savings, centralised maintenance and operational integration.

The acquisition is expected to complete in early Q3 2026, subject to regulatory approvals, including from Dubai’s Roads and Transport Authority (RTA) and Abu Dhabi’s Integrated Transport Centre (ITC).

Dubai taxi Company National Taxi

UAE reviews hantavirus response systems: Authorities confirm full national readiness

The team emphasised the importance of relying exclusively on official sources for health information and warned against the circulation of inaccurate or unverified reports

Nida Sohail

13 May, 2026

UAE reviews hantavirus response systems: Authorities confirm full national readiness

The National Emergency Crisis and Disaster Management Authority (NCEMA) and the Ministry of Health and Prevention (MoHAP) have confirmed that the UAE’s national surveillance and response system remains fully prepared to address any emerging health developments, including those related to hantavirus. Officials said the country’s preparedness framework is continuously reviewed and updated in line with international best practices and approved health standards.

This confirmation came during a meeting of the National Team for the Management of Emergencies, Crises, and Disasters Related to Human Epidemics, chaired by Ahmed Ali Al Sayegh, Minister of Health and Prevention, and held under the supervision of NCEMA. The session was attended by representatives from relevant government entities and strategic partners, according to a WAM report.

Review of national preparedness and coordination mechanisms

During the meeting, participants reviewed the latest updates related to hantavirus and assessed the UAE’s existing national health surveillance and response systems. The discussion also covered precautionary measures currently in place, along with coordination frameworks that link local, national, and international health authorities.

Officials examined the readiness of healthcare facilities and medical teams, highlighting the importance of maintaining operational efficiency and rapid response capacity in the event of any health-related developments. The team reaffirmed that precautionary monitoring measures remain actively implemented as part of the UAE’s proactive approach to strengthening public health resilience and communicable disease preparedness.

Continued vigilance and public guidance

The team emphasised the importance of relying exclusively on official sources for health information and warned against the circulation of inaccurate or unverified reports. Authorities reiterated the UAE’s ongoing commitment to safeguarding public health and enhancing community awareness through clear and reliable communication.

They also stressed that coordinated monitoring and preparedness efforts remain central to the country’s health strategy, ensuring that systems are ready to respond effectively whenever required.

WHO assessment of hantavirus risk

The World Health Organization (WHO) has classified hantavirus as a low-risk pathogen in terms of global epidemic potential, noting its limited capacity for human-to-human transmission. Most reported cases are linked to direct contact with infected rodents or environments contaminated by rodent waste.

The WHO further indicated that the current global public health situation does not suggest a level of risk that would raise concerns about a potential pandemic.

UAE National Emergency Crisis and Disaster Management Authority NCEMA hantavirus

PublisHer, Motivate Media Group launch UAE media internship programme for women

Graduates of the programme will receive a joint certificate from PublisHer and Motivate Media Group and become part of the PublisHer Alumnae Network

Gulf Business

13 May, 2026

PublisHer, Motivate Media Group launch UAE media internship programme for women

Ian Fairservice, managing partner and group editor-in-chief of Motivate Media Group, with HH Sheikha Boudor Al Qasimi, the founder of PublisHer

PublisHer and Motivate Media Group have partnered to launch PublisHer Pathways, a four-week immersive internship programme aimed at bridging the gap between academic preparation and the realities of working inside a media company.

The agreement was signed at the House of Wisdom in Sharjah by HH Sheikha Boudor Al Qasimi, founder of PublisHer, and Ian Fairservice, managing partner and group editor-in-chief of Motivate Media Group.

The initiative will run as a one-year programme comprising up to two cycles annually at Motivate Media Group’s Dubai offices, with each intake accommodating five women residents in the UAE.

Designed to provide hands-on industry exposure, the programme will place participants within Motivate’s day-to-day operations through structured rotations, live projects, mentorship and direct interaction with senior leadership teams.

The programme will immerse participants across four operational areas:

• Editorial and Content Development
• Marketing, Public Relations (PR) and Audience Engagement
• Advertising, Sales and Revenue Models
• Product, Digital Platforms and Business Strategy

Participants will also attend masterclasses with senior industry leaders, visit printing press facilities, receive one-on-one mentorship from Motivate employees, and collaborate on a capstone project to be presented to company leadership.

Graduates of the programme will receive a joint certificate from PublisHer and Motivate Media Group and become part of the PublisHer Alumnae Network.

HH Sheikha Boudor Al Qasimi said: “PublisHer Pathways is a direct response to something we hear consistently from women across the industry – that the transition from education into professional publishing is harder than it should be and that access to real experience, inside real organisations, remains sporadic and uneven. I’m grateful to Ian and the whole Motivate team for having confidence in our mission and becoming the first to say yes.”

Fairservice added: “At Motivate, we believe the best way to understand publishing is to be part of it and to see how editorial, commercial and digital teams work together in real time. PublisHer Pathways gives participants that exposure, and in doing so, helps strengthen the next generation of talent coming into the industry.”

Applications for the programme are now open through PublisHer website and will close on June 30, 2026. Shortlisted applicants will be notified on July 15, 2026, with the first cohort scheduled to begin on August 3, 2026.

The programme is open to women in the UAE at an early or mid-career stage with backgrounds or strong interest in publishing, media, literature or the creative arts.

According to the organisations, the inaugural cohort will operate as a pilot, with longer-term plans to expand the model through PublisHer’s wider network of publishing partners across different regions.

Motivate Media Group Motivate PublisHer media internship

Eid al Adha holidays: Dubai Restaurant Week extended with more dining offers

The timing of the extension is expected to significantly amplify footfall across participating venues, as residents and tourists take advantage of the holiday window

Nida Sohail

13 May, 2026

Eid al Adha holidays: Dubai Restaurant Week extended with more dining offers

Food lovers in Dubai have even more time to explore the city’s flagship culinary showcase as Dubai Restaurant Week has been extended until May 31, aligning with the upcoming Eid Al Adha holiday period and boosting demand across the hospitality sector.

The extension gives diners additional opportunities to experience a wide range of cuisines across the city, from relaxed Australian-inspired beachfront dining and classic French brasserie fare to bold Central American flavours.

The timing of the extension is expected to significantly amplify footfall across participating venues, as residents and tourists take advantage of the holiday window to explore curated dining experiences at fixed price points.

Over 125 restaurants and Michelin-recognised names join lineup

This year’s edition brings together more than 125 restaurants, spanning fine dining, premium casual, and homegrown concepts, including venues recognised by MICHELIN, Gault&Millau, and MENA’s 50 Best Restaurants.

Diners can access set menus priced at Dhs125 for a two-course lunch and Dhs250 for a three-course dinner, unlocking signature dishes from some of Dubai’s most in-demand kitchens. The lineup includes over 30 MICHELIN Guide-listed restaurants, featuring one Michelin-starred venue, alongside globally recognised chefs such as Nobu Matsuhisa, Gordon Ramsay, Izu Ani, Alvin Leung, Akira Back, Kelvin Cheung, and Hadrien Villedieu.

Homegrown concepts also play a central role, including Girl & The Goose – Restaurante Centroamericano by Gabriela Chamorro, reflecting Dubai’s increasingly diverse culinary identity.

Careem DineOut becomes exclusive booking platform

A major operational shift this year is the full integration of bookings through Careem DineOut, which serves as the exclusive digital reservation partner for the festival. The platform now acts as the single gateway for accessing all participating restaurants, streamlining discovery and reservations for diners.

Careem said its role extends beyond bookings. “Dubai Restaurant Week is one of the most anticipated moments in the city’s dining calendar, and we’re proud to be the platform that makes it accessible to everyone,” said Bassel Alnahlaoui, chief business officer at Careem.

He added that the partnership helps build “the digital infrastructure that connects the people of Dubai to the experiences that make this city extraordinary.”

Dubai strengthens its global gastronomy positioning

Officials from the Dubai Festivals and Retail Establishment (DFRE) highlighted the event’s growth and impact on the city’s hospitality landscape. “This year’s Dubai Restaurant Week demonstrates how much Dubai’s culinary scene has grown and the role it plays in shaping its future,” said Ahmad Al Khaja, CEO of DFRE.

He noted that participation has expanded from just 30 restaurants at launch to more than 125 today, reinforcing Dubai’s position as a global dining hub.

From Japanese and Italian to Latin American, Middle Eastern, and Indian cuisines, the festival reflects the breadth of Dubai’s food scene. Organisers say the extension encourages residents and visitors alike to “explore the city one dining table at a time,” reinforcing Dubai Restaurant Week as both a cultural and economic driver for the emirate’s hospitality sector.

eid al adha Eid Al Adha holidays Dubai Restaurant Week holiday period dining offers restaurant offers