Tarek Mounir spent two decades building large-scale consumer businesses, running Deezer across MENAT, leading Turner’s regional arm before it became part of Warner Bros. Discovery, before a personal injury sent him to a trainer and, unexpectedly, into a new industry. What he found was a multi-billion-dollar global market run on whiteboards, spreadsheets and gut feel, with trainer churn near 70 per cent and most gym operators losing money on the very service meant to be their margin engine.

Founded in Dubai in 2018, his answer, Enhance, has grown from a handful of gyms into a platform spanning 700-plus locations, 15,000 trainers and over 500,000 booked sessions a month, compounding revenue at 65 per cent a year.

Backed by Global Ventures, Mounir is now betting that the operating system for personal training can be built in the Gulf and exported to the world.

Here, he tells us more about his ambitious plans.

What exactly does Enhance do, and who for?

Enhance is the operating system for personal training (PT). We help large gym chains turn PT from an afterthought into a predictable, profitable revenue stream, which, in the high-volume, low-price (HVLP) segment, is something almost nobody has cracked.

PT is a $42bn global market, and most gym operators still lose money on it. The industry runs on whiteboards, spreadsheets and gut feel. Trainer churn sits at around 70 per cent a year. Fewer than 15 per cent of free trial sessions convert into paying clients, and operators have almost no visibility into what is actually happening on the gym floor.

We replace that with one system: hiring, scheduling, coaching, CRM and billing in a single platform, backed, where clients want it, by Enhance running the PT operation end-to-end. We increase margins and improve trainer retention to 70per cent, up from an industry norm of 30 per cent.

If HVLP gyms are the engine of modern fitness, PT is where the margin is. We run that engine.

You began operations in 2018 — talk us through your growth journey since then.

We started in Dubai in 2018 as a service business, running PT for a handful of gyms. Eight years later, Enhance covers more than 700 contracted gym locations globally, 15,000 trainers and over 500,000 booked sessions a month. Revenue has compounded at 65 per cent CAGR since 2019.

The more important shift is the shape of the business. We went from a regional service layer to a SaaS platform that any multi-site operator can deploy. That took our addressable market from Gulf gym chains to a $1.8bn global PT management software category, with the US and UK alone worth $800m.

Along the way, we worked through the pandemic, a regional restructuring, and a handful of attempted copycats.

You are active in the UAE, Saudi Arabia and Qatar. What are the main differences between the markets?

The markets look similar on a map, yet operate very differently in practice.

The UAE is the most operationally mature. Pricing is competitive, the consumer is sophisticated, and the bar for trainer quality is the highest. As it is our original market, it is also where we stress-test every new product feature before rolling it out elsewhere.

Saudi Arabia is the fastest-growing, driven by Vision 2030 and a population adopting fitness at a rapid pace. The opportunity there is exploding growth: finding and developing enough qualified trainers to match customer demand for a healthier, more active lifestyle.

Qatar is smaller but higher-yielding per client, a premium market where willingness to pay for PT is strong relative to population size. We also operate in Bahrain.

Having four quite different demand curves inside one region was unexpectedly useful. It forced the platform to be flexible enough to travel and adapt to various market conditions, which is a large part of why our market entry to the US was successful.

How do you help gym groups improve their operations?

At mature sites, the headline numbers are that gyms using Enhance run around 20 per cent more PT sessions per trainer; operating margins climb 17 percentage points; and trainer retention more than doubles against the industry norm.

We get there by replacing the default toolkit, paper, spreadsheets, WhatsApp threads, with one system that runs training, scheduling, CRM, billing and coaching. The platform works for enterprise rollouts and for individual trainers, but the real value shows up at scale, where small percentage gains compound into meaningful, profitable gains for gym groups.

We don’t just track performance. We change behaviour at scale.

How have you integrated AI into your business model, and how does it improve the experience for clients?

AI works for us because the dataset works first. We process over 500,000 PT sessions a month across more than 700 gyms. Every session is a data point on what makes trainers successful, why members stay or leave, and where revenue quietly leaks out of the business.

On top of that dataset are tools already live: ‘at-risk’ client detection that flags members about to churn and manages intervention before they walk; and a trainer coaching layer ranking every trainer against benchmarks — so managers know exactly who to coach, and on what. Later this year, we’re adding a daily AI brief: short, ranked morning instructions for each manager, rather than a dashboard they have to interpret.

The advantage isn’t the models; everyone will have good models. It is the eight years of operational history behind them. A new market entrant would need to run gyms for most of a decade to rebuild the dataset, and that isn’t something you can shortcut with capital.

Do you have ambitions to expand beyond the region?

Yes. We’re already operating hundreds of clubs in the US, and our next chapter is very firmly international.

The US is the centre of gravity for the industry. It is the world’s largest gym market, and where our model creates the most value, so logically it is where most of our current focus is. We’ll have more to share as these exciting partnerships move into the public domain.

What is your background, and how did you recognise the opportunity in personal training?

I spent 20 years in media and streaming, CEO of Deezer in MENAT, VP at Warner Bros. Discovery MENAT, so I came into this understanding of large-scale consumer businesses, not fitness.

While fitness has been a lifelong passion, I started it because a personal injury forced me to work closely with a trainer, and I saw how broken personal training was as a commercial business — great people, but terrible systems. If someone could make it convenient, affordable and reliably high-quality at scale, there was a real category to build. That was the thesis, and eight years in, it still is.

Who are your main shareholders, and what has the capital-raising process been like?

We bootstrapped the early years deliberately. Taking outside capital before the unit economics were proven would have meant scaling the wrong thing faster.

Once the model worked, we raised. We’ve taken around $21 m to date, and our cap table includes Global Ventures, MENA’s leading venture firm, alongside other institutional backers who understand the regional market and the global ambition.

We are in conversations with investors who recognise now as particularly ideal timing, as we accelerate our US rollout, deepen the product, and move from a proven regional operator into the default PT infrastructure for large gym chains globally.

What is the future for Enhance in 2026 and beyond? What should we be excited about?

The short answer: the US is becoming the default operating layer for personal training globally.

In the near term, the focus is on executing our US rollout.

The bigger ambition is even simpler. PT is a $42bn global category, and nobody has yet built the system of record or operating standard for it. That’s the prize. The plan for 2026 and beyond is for Enhance to be the company that defines it.

Ajman has unveiled a new human resources law aimed at modernising government employment practices, introducing new leave categories, enhanced employee benefits and reduced working hours for select groups of employees as part of a broader effort to improve workplace flexibility and family wellbeing.

His Highness Sheikh Humaid bin Rashid Al Nuaimi, Member of the Supreme Council and Ruler of Ajman, issued Law No. (4) of 2026 concerning the human resources of the Ajman Government. The legislation will come into effect on September 1, 2026.

According to the Ajman Government Media Office, the law is designed to strengthen institutional efficiency, develop the government work system and establish a more flexible and responsive legislative framework for human resources that reflects evolving professional and social needs.

The legislation applies to all civilian employees working in government entities across Ajman and also extends to senior management positions where no specific provisions are outlined in separate employment regulations.

A key feature of the law is its alignment with the UAE’s Year of the Family initiative, with a strong emphasis on supporting family stability and promoting work-life balance.

The new framework introduces several leave categories, including family care leave, self-employment or entrepreneurship leave, leave for Persons with Disabilities and marriage leave.

The law also grants reduced working hours for specific employee groups. Employees with disabilities will be entitled to a two-hour reduction in daily working hours, while pregnant employees may receive a two-hour reduction in cases of fatigue or exhaustion supported by an approved medical report. Employees responsible for five or more children under the age of 18 will be eligible for a one-hour reduction in their daily working schedule.

In addition, the law introduces a series of employment benefits designed to reward talent and performance. Exceptional employees and high-performing talent may receive promotions of up to three job grades, while a new Good Service Award has been established for Emirati employees.

The legislation seeks to create what Ajman authorities described as a work environment built around efficiency, merit and sustainability, while enhancing the competitiveness of government employment.

The Ajman Government Human Resources Department has been tasked with reviewing and updating human resources legislation, measuring its effectiveness, monitoring implementation across government entities and providing technical support to ensure the effective application of policies and systems.

The law aims to support professional and family wellbeing while positioning Ajman’s public sector as a more attractive and competitive workplace as the emirate advances its long-term development agenda.

The global smartphone market is heading for its steepest annual contraction on record, with shipments projected to slump by 13.9 per cent this year to 1.08 billion units, Counterpoint Research said on Monday, citing a worsening shortage of memory chips.

The forecast is a downgrade from the 12.4 per cent decline projected in February, with the squeeze in global chip supply exacerbated by the Iran war.

The impact is being felt most acutely in lower-end smartphones as chipmakers shift production capacity to AI-related chips, making entry-level devices less economical to produce.

Global smartphone wholesale prices rose 14 per cent in the first quarter while shipments fell 3.1 per cent year on year. That trend is expected to continue as inventory built before the supply shock becomes depleted, with some models priced below $150 likely to disappear from the market.

“Smartphone makers in the low and mid-tier are caught between cost increases they cannot absorb and consumers with limited spending power,” said Wang Yang, a principal analyst at Counterpoint, an independent research company that publishes quarterly smartphone shipment data.

“The question is no longer how to grow shipments or market share, but whether to remain in the market at all.”

The memory chip shortage is the most severe supply-side disruption the smartphone industry has faced, Wang said, adding that manufacturers are unable to offset the impact through pricing or product changes.

The premium segment has proven more resilient. Apple posted record revenue for the first three months of the year, helped by customers upgrading to its iPhone 17 series. Apple’s 2026 shipments are expected to remain flat before rising 5 per cent next year, Counterpoint projections show.

With more stable chip supply and stronger margins than many rivals, Apple is well placed to gain market share and could face less pressure to raise prices.

Samsung Electronics kept volumes steady in the first quarter and is expected by Counterpoint to register only a 4 per cent decline in shipments over the full year, outperforming the wider market thanks to stable supply and a consistent product line-up.

Transsion, which is heavily exposed to the market for smartphones priced below $150, is forecast to suffer a 32 per cent drop in shipments this year. Rivals Xiaomi and Honor, meanwhile, are projected to post full-year declines of 28 per cent and 20 per cent respectively, Counterpoint said.

Airalo says Saudi travellers are increasingly embracing digital-first travel experiences, with growing adoption of mobile technology, artificial intelligence (AI)-powered platforms, digital wallets and connectivity solutions reshaping how they plan and navigate international trips.

The trend reflects broader shifts in consumer behaviour and aligns with Saudi Arabia’s ongoing digital transformation agenda under Vision 2030, which is fostering a highly connected and technology-savvy population with growing global mobility ambitions.

According to Airalo, travellers from Saudi are increasingly relying on digital platforms to research and book flights, accommodation and activities, while mobile applications for navigation, translation and itinerary management have become essential tools throughout the travel journey.

The company noted that connectivity solutions are becoming an increasingly important part of travellers’ digital toolkits, as consumers seek seamless access to online services before, during and after their trips.

“For today’s Saudi traveller, staying online is no longer optional,” the company said, noting that access to real-time information, digital boarding passes, maps and social media platforms has become a fundamental part of the travel experience.

To address these needs, many travellers are turning to eSIM-based connectivity services that enable mobile data activation without the need for physical SIM cards.

Airalo said its platform allows users to activate mobile data plans before departure and connect immediately upon arrival, helping eliminate traditional challenges associated with international roaming and purchasing local SIM cards. The company added that such solutions are particularly useful for multi-destination travellers who need to switch between networks efficiently.

Ahmed Elfiky, regional director at Airalo, said: “Saudi travelers today are among the most digitally prepared in the world. We are seeing a clear shift toward fully connected, app-driven journeys where convenience and instant access to information are essential. Technologies like eSIM are playing a key role in enabling this new standard of travel.”

The company also highlighted a growing shift towards more strategic and data-driven travel planning among Saudi consumers, with comparison platforms, user reviews and real-time updates helping travellers make more informed decisions and optimise itineraries.

According to Airalo, this trend is contributing to more personalised and efficient travel experiences, while reinforcing Saudi Arabia’s position as one of the region’s leading adopters of digital technologies.

With high smartphone penetration rates and a young, globally engaged population, the Kingdom is helping shape the future of travel through increasing demand for mobile-first, connected and personalised experiences, the company said.

Port operator DP World and the Dominican Republic government will invest an additional $100m to expand logistics and warehousing infrastructure at the DP World Free Trade Zone in Caucedo, the company said on Monday.

The investment, announced during the World Free Zones Congress 2026, comes on top of a previously announced $760m commitment aimed at expanding the Port of Caucedo and its adjoining free trade zone, bringing total planned investment to $860m.

DP World signed a memorandum of understanding with the Dominican Republic government in May 2025 to support the expansion of the port and free zone complex, part of efforts to strengthen the Caribbean nation’s position as a manufacturing, logistics and trade hub serving the Americas.

The latest funding, being undertaken in partnership with the Dominican Republic’s Ministry of Industry, Commerce and MSMEs, will be used to develop additional warehouse facilities and increase logistics capacity at the site.

The project is expected to further integrate port operations, free zone activities and logistics services at Caucedo as demand for nearshoring, regional distribution and manufacturing continues to grow across the Americas.

“The Dominican Republic is increasingly central to regional trade in the Americas,” said Morten Johansen, COO of DP World Americas.

“This additional $100m investment builds on our previously announced commitment, helping position Caucedo as a fully integrated logistics platform capable of supporting long-term trade and industrial growth.”

Read: DP World, Al Dahra ink MoU to expand agri-logistics capabilities across regional and global markets

According to research by Oxford Economics commissioned by DP World, the company’s operations support nearly 5,000 jobs across the Dominican Republic and could help increase the country’s goods exports to $2.4bn by 2035.

The study also found that the Port of Caucedo handled $13.3bn worth of trade in 2024, underlining its importance as one of the country’s key gateways for international commerce.

Manuel Martínez, CEO of DP World Dominican Republic, said the expansion would enhance the competitiveness of the free trade zone and support customers seeking to scale operations in the region.

“By expanding logistics and warehousing infrastructure in the Caucedo Free Trade Zone, we are enabling customers to scale more efficiently while strengthening the Dominican Republic’s competitiveness as a regional trade hub,” he said.