Back to all interviews news

Shure’s Yassine Mannai on why audio is the backbone of AI-led collaboration

In the age of AI, the shift from product-led AV to intelligent audio ecosystems is transforming how organisations collaborate, analyse, and act

Rajiv Pillai
Rajiv Pillai

13 May, 2026

Shure’s Yassine Mannai on why audio is the backbone of AI-led collaboration
Yassine Mannai, associate director – sales and marketing for MEA, Turkey and CIS at Shure

TT

16

The Middle East’s AV and professional audio market is undergoing a fundamental shift: one that goes far beyond incremental technology upgrades. As artificial intelligence (AI), unified communications, and hybrid work models converge, the role of audio is being redefined from a supporting function to a mission-critical layer of enterprise decision-making.

For Yassine Mannai, associate director – sales and marketing for MEA, Turkey and CIS at Shure, this transformation reflects a broader evolution in how organisations operate, collaborate, and scale across increasingly complex environments.

Having built his career across technical and commercial roles, Mannai has witnessed firsthand how the AV industry has moved from isolated systems to integrated ecosystems—an evolution now being accelerated by AI.

“My journey started in IT. I studied and worked across software development, websites, systems, and programming languages, so my foundation was always technical,” he says. “I first came to the UAE on vacation, but I was immediately drawn to the country’s energy, pace, and opportunity. What was meant to be a short stay slowly became a longer journey.”

That journey began in the life safety solutions industry, initially focused on CRM and systems development, before evolving into export and business development roles. “Over time, I moved into export and business development, and that was a turning point for me. I realised I enjoyed being close to the market, meeting people, understanding mega projects, and building business strategies across different regions,” he explains.

This transition ultimately led him into the AV industry, where he spent several years deepening both his technical expertise and market understanding. “That experience helped me deepen my technical knowledge and understand the importance of mastering what you sell. For me, trust starts with knowledge.

“You need to understand the solution deeply before you can speak about it with confidence and earn the customer’s trust.”

From product-led to solution-driven

One of the most defining shifts in the AV industry — and for Shure specifically — has been the move from product-led offerings to fully integrated solutions.

Mannai points to the period around 2016 as a key inflection point. “One of the most important milestones for Shure in this region has been the shift from being perceived as a product-led company to becoming a complete solutions provider,” he says. “Around 2016, when we began expanding with solutions like Microflex Advance, it marked a clear transition.”

This shift was not just about expanding product lines, but about fundamentally changing how value is delivered to customers. “We were no longer focused only on individual audio products, but on delivering integrated systems that support meeting spaces, collaboration, and enterprise environments,” he explains. The Covid-19 pandemic further accelerated this transformation. As organisations rapidly adopted hybrid work models, the need for seamless communication across physical and digital environments became critical. “While many industries experienced a slowdown, for Shure, it accelerated the need for reliable hybrid environments. Organisations needed solutions that could support both in-person and remote communication seamlessly, and that drove strong adoption across corporate and education sectors.”

This period also coincided with a broader wave of digital transformation, particularly in unified communications and collaboration technologies. “Expectations moved towards integrated solutions, seamless connectivity, and simplified deployment,” Mannai notes.

Today, the next phase of this evolution is being driven by AI. “The integration of AI, cloud, and intelligent tools is reshaping how workspaces and communication environments operate, moving beyond traditional IT managed environments into intelligent, adaptive, and user centric experiences.”

Audio as the foundation of AI-driven decisions

As AI becomes increasingly embedded in enterprise workflows — from automated meeting summaries to real-time insights — the quality of input data is becoming a critical determinant of output accuracy. In this context, audio is no longer just about clarity; it is about enabling reliable decision-making.

“High-quality audio has become essential as AI takes a more active role in how teams collaborate and make decisions,” Mannai says. “In most organisations today, important discussions happen in meetings, often through unified communications platforms like Microsoft Teams Rooms, and AI tools are increasingly used to summarise conversations, capture action items, and provide insights.” However, the effectiveness of these tools depends entirely on the quality of the data they receive. “For these tools to deliver value, they need accurate input from the very start. AI is only as effective as what it hears. When audio clarity is compromised, even something as simple as a misheard figure or statement can change the outcome of a discussion or decision.”

This has significant implications for businesses, particularly as AI becomes more integrated into operational and strategic processes. “As AI becomes more involved in meeting intelligence, the margin for error becomes much smaller,” he adds.

Beyond real-time communication, audio quality also plays a role in system deployment and optimisation. “AI also plays a growing role during the deployment of modern collaboration environments, helping optimise room performance and user experience from the outset,” Mannai explains. “Clear, intelligible audio allows these systems to be set up correctly, ensuring that AI driven features work reliably in day-to-day use.”

Over time, this consistency builds trust in AI-generated outputs. “This consistency is what builds confidence and trust in AI generated summaries, insights, and recommendations,” he says.

At a technical level, this requires controlling the quality of audio at the source. “At Shure, our priority is ensuring that people are not just heard but understood. By leveraging technologies such as AI denoiser, virtual acoustic boundary, and AI deverb, we control what the system captures and reduce unwanted noise and room effects at the source.”

A market driven by scale, investment, and maturity

The Middle East continues to offer one of the most dynamic growth environments for AV and professional audio solutions globally. Driven by large-scale infrastructure projects, global events, and sustained investment across sectors, demand remains strong and diversified. “The Middle East continues to be a very dynamic and opportunity-driven market,” Mannai says. “Across the region, we are seeing sustained investment in infrastructure, large-scale projects, and global events.”

Unlike more mature markets where growth may be concentrated in specific segments, the Middle East’s expansion is broad-based. “Growth is not concentrated in one area. It is happening across the board,” he explains. “The region has positioned itself as a destination for business, tourism, healthcare, education and innovation, and that creates a strong foundation for continued expansion.”

However, this growth is accompanied by increasing competition and market maturity. “The market is becoming more competitive, which is a sign of maturity,” Mannai notes. “Customers are more informed, expectations are higher, and there is a stronger focus on performance, flexibility, and long-term value.”

For companies operating in this space, the challenge lies in meeting these evolving expectations while maintaining scalability and reliability. “We see this as an opportunity… delivering solutions that are easy to deploy, scalable across different environments, and capable of adapting to evolving needs, without compromising on audio quality.”

Leadership, agility, and regional complexity

Managing a region that spans the Middle East, Africa, Turkey, and CIS requires a combination of strategic clarity and operational agility. For Mannai, much of this mindset is rooted in his background as a professional handball player.

“Handball has shaped a significant part of how I approach leadership today,” he says. “In such a high-speed, high-contact sport, success depends on strategic agility — the ability to process complex situations and pivot tactics in a split second.”

This ability to anticipate change rather than react to it is critical in business. “Whether managing an internal team or a partner ecosystem, the objective is to stay ahead of the curve, ensuring that we are never just reacting to the market, but actively driving the game.”

At the same time, leadership is increasingly about alignment and empowerment. “Leadership is about ‘creating space’ and empowering a team to move with synchronized confidence, even when the play changes unexpectedly,” he explains.

His role today reflects this dual focus on performance and people. “Today, my role is about growing the business while growing the people behind it,” Mannai says. “Leading such a diverse region demands strong alignment, mutual trust, and the agility to adapt quickly to very different market realities.”

This long-term approach extends to planning and execution. “We operate with a long-term mindset. Our plans are not limited to a single financial year, they are multi-year roadmaps that are continuously adjusted based on market shifts, challenges, and opportunities,” he adds.

Outlook: resilience and long-term opportunity

Despite periods of regional uncertainty, particularly affecting sectors such as events and MICE, the underlying fundamentals of the market remain strong.

“We see the current situation as a temporary adjustment rather than a long-term shift,” Mannai says. “The region continues to be a key destination for global events, conferences, and exhibitions, supported by strong infrastructure and long-term planning.”

Demand across key sectors—including education, corporate environments, and live experiences—remains steady. “We are confident that as conditions stabilise, the sector will regain momentum. The fundamentals are in place, and the region has shown its ability to adapt and move forward with resilience.”

The UAE, in particular, continues to play a strategic role in enabling this growth. “The UAE has evolved into much more than a hub for business and events. It has become a global destination for growth, whether that is career development, education, healthcare, or entrepreneurship,” Mannai notes.

Its position as a regional connector also enhances its importance. “It allows us to support not only the Middle East but also extend into Africa and other neighbouring markets.”

Looking ahead, Mannai expects AI, cloud, and collaboration technologies to continue reshaping the industry. For Shure, the focus remains on staying aligned with these shifts.

“Our focus remains on evolving alongside that change, continuing to bring solutions that are relevant, reliable, and aligned with how people work and communicate today,” he says. In an era where decisions are increasingly driven by data—and data is increasingly captured through conversations—the role of audio has never been more critical. As Mannai’s insights suggest, in the age of AI, being heard is no longer enough. Being understood is what truly drives outcomes.

Aquanow: An always-on economy needs always-on finance

As financial systems evolve, the real transformation is happening beneath the surface, where new settlement infrastructure, stablecoins, and regulated digital asset rails are reshaping how value moves across the global economy, reveals Phil Sham, co-founder and CEO of Aquanow

Gulf Business
Gulf Business

12 May, 2026

Aquanow: An always-on economy needs always-on finance
Image: Supplied

TT

16

Financial systems appear faster than ever, yet the underlying movement of money has changed far less.

Payments are authorised within seconds, yet settlement, the point at which value actually transfers between institutions, can still take days. Beneath the surface, the system that moves money has not kept pace with the economy it serves.

Over the past decade, the industry has focused on optimising the surface, with faster payments, better interfaces, and fintech platforms making money movement feel instant. Beneath that layer, however, the core architecture has barely changed. Settlement still happens in batches, liquidity remains fragmented across jurisdictions, and capital is positioned in advance to manage timing rather than deployed dynamically. This is where the real constraint sits.

As businesses operate across time zones and make decisions continuously, the gap between how the economy functions and how financial systems move value is becoming more visible. The shift now underway is not about replacing the system, but upgrading it by introducing new infrastructure alongside traditional rails.

These systems are not in competition. Traditional infrastructure continues to provide trust, compliance, and regulatory oversight, while new rails introduce speed, programmability, and the ability to move value more continuously. Together, they form a more efficient financial stack.

This transition is already visible.

Stablecoins, increasingly used as settlement instruments, now process trillions of dollars in monthly volume. While still largely driven by trading activity, their role is expanding into payments, treasury, and settlement use cases, signalling that new forms of settlement infrastructure are gaining traction beyond crypto-native environments. The question is no longer whether these rails will be adopted, but how they can be integrated efficiently and within a regulated framework.

Phil Sham, co-founder and CEO of Aquanow

As Phil Sham, co-founder and CEO of Aquanow, explains, “We are seeing institutions across payments, logistics, and financial services looking to integrate new rails to enable more continuous movement of value. In practice, this depends on the availability of on- and off-ramps, robust compliance frameworks, and seamless integration into existing systems. The technology enables the shift, but reliable infrastructure makes it usable.”

This is where the UAE has established a clear lead.

Rather than treating digital assets as a separate category, the country has built a regulatory environment that allows them to operate within established financial frameworks. Through ADGM, VARA, and the Central Bank, clear pathways have been defined for issuance, distribution, and use, creating the conditions for institutional adoption.

This approach is also shaping how digital money itself is designed. The recent launch of USDU, a fully backed USD stablecoin issued within ADGM and aligned with UAE regulatory frameworks, reflects a more mature phase of the market, where instruments are built for institutional settlement, with supervision, reserve transparency, and integration at their core.

The capabilities are now in place. The focus is shifting to connectivity and usability and this is where infrastructure providers play a critical role. “Aquanow,” continues Sham, “operates as a connective layer between traditional financial institutions and digital asset infrastructure, providing the liquidity and rails needed to integrate these capabilities into existing systems. This allows institutions to upgrade how value moves without rebuilding core infrastructure or altering their regulatory posture.”

With time the distinction between traditional and digital systems is becoming less relevant, while the ability to connect infrastructure and move liquidity efficiently is becoming central. Finance is not being replaced. It is being re-engineered around how value actually needs to move for today’s financial markets.

UAE confirms five-day Eid break for public sector employees

Official working hours across federal entities will resume on Monday, June 1

Rajiv Pillai
Rajiv Pillai

12 May, 2026

UAE confirms five-day Eid break for public sector employees

TT

16

The UAE has officially announced the Eid Al Adha holiday period for federal government employees, with ministries and public sector entities set to close for five days later this month.

According to the UAE Government Media Office, citing the Federal Authority for Government Human Resources (FAHR), the public holiday will run from Monday, May 25, 2026, until Friday, May 29, 2026. Official working hours across federal entities will resume on Monday, June 1.

View post on X

The announcement effectively creates an extended break when combined with the preceding and following weekends, as the country prepares for one of the most significant occasions in the Islamic calendar.

Eid Al Adha commemorates sacrifice, charity and community, and is traditionally marked across the UAE with prayers, family gatherings, travel and hospitality activities.

The confirmation of the federal holiday comes as Dubai’s Knowledge and Human Development Authority (KHDA) also announced matching Eid break dates for private schools in the emirate, aligning educational institutions with the broader national holiday period.

Dubai private schools will remain closed from May 25 to May 29, with classes resuming on June 1, creating a nine-day break for many students and school staff when weekends are included.

The synchronised holiday schedule is expected to drive a seasonal uplift across travel, retail, hospitality and leisure sectors, with residents likely to take advantage of the extended break for regional travel and family activities.

The Eid Al Adha holiday framework also aligns with the UAE’s unified academic calendar and broader efforts to standardise public sector holiday schedules across the country.

eBay rejects GameStop $56bn takeover bid

The rejection could lead to a hostile bid as GameStop CEO Ryan Cohen had said he was willing to take the offer directly to eBay shareholders, possibly by calling a special meeting

Reuters
Reuters

12 May, 2026

eBay rejects GameStop $56bn takeover bid
Image: Getty Images

TT

16

EBay on Tuesday rejected an ambitious $56bn takeover bid from the much smaller GameStop GME.N on doubts over the financing of the deal, while underscoring its turnaround efforts that have boosted growth.

Analysts and investors have doubted whether the half-cash, half-stock bid from the $12bn videogame retailer for a company nearly four times its market value would close.

EBay stock has been trading far below the offer price of $125 per share since the offer was made earlier this month. Its was down 1.1 per cent at $107 on Tuesday in premarket trading, while GameStop fell nearly 4 per cent.

“We have concluded that your proposal is neither credible nor attractive,” eBay chairman Paul Pressler said. “eBay’s Board is confident that the company, under its current management team, is well-positioned to continue to drive sustainable growth.”

GameStop did not immediately respond to a request for comment.

The rejection could lead to a hostile bid as GameStop CEO Ryan Cohen had said he was willing to take the offer directly to eBay shareholders, possibly by calling a special meeting.

Cohen has argued that by combining GameStop and eBay he could cut costs and find synergies to create a much bigger enterprise.

He has said he could boost eBay’s profitability by replicating GameStop’s cost-cutting drive and use its 600 US stores into a physical network to help turn eBay into a tougher rival to Amazon.

The proposed deal is drawing attention in a robust mergers and acquisitions and among retail investors, for whom Cohen has been a hero since he helped rally a short squeeze in 2021 that hammered hedge funds such as Melvin Capital.

The offer has also irked some GameStop investors. Michael Burry, of “The Big Short” fame, sold his stake in the company after the offer, warning that it would saddle GameStop with debt and dilute shareholders.

Both eBay and GameStop sell collectibles such as trading cards but their mainstay businesses are different. While eBay earns fees by connecting buyers and sellers online without holding inventory, GameStop buys goods wholesale and resells them through physical stores.

From the start, Wall Street reacted with surprise and suspicion to Cohen’s offer, asking how GameStop could swallow a company four times its size.

In an interview on CNBC, Cohen, dressed in a black leather jacket and T-shirt, did not offer much explanation on how GameStop would finance the $56bn purchase price.

When pressed, Cohen said the deal would be paid for with cash and stock. His short answer prompted awkward silences in the interview.

Cohen wrote to eBay’s board that he would serve as the combined company’s CEO and would take no salary, cash bonuses or golden parachute.

The 40-year-old billionaire cemented his fame and fortune by co-founding and then selling online pet foods retailer Chewy and then by making a big bet on GameStop at a time the retailer had a market valuation of $250m.

Cohen was appointed GameStop’s chairman in 2021 and assumed the CEO role after his handpicked CEO, a former Amazon executive, was fired in June 2023.

Aramco’s Q1 adjusted profit jumps to $33.6bn as East-West Pipeline runs at full capacity

President and chief executive Amin H Nasser said Aramco’s first-quarter performance reflects strong resilience and operational flexibility in a complex geopolitical environment

Neesha Salian
Neesha Salian

12 May, 2026

Aramco’s Q1 adjusted profit jumps to $33.6bn as East-West Pipeline runs at full capacity
Image: Getty Images

TT

16

Article Summary
Saudi Aramco's Q1 2026 adjusted net income increased to $33.6bn, despite geopolitical tensions and shipping disruptions. Cash flow and free cash flow experienced slight declines, impacted by working capital build-up. Capital expenditure increased, and the gearing ratio rose. However, a first-quarter dividend of $21.9bn was declared. The East-West Pipeline mitigated Strait of Hormuz constraints, supporting exports.

Saudi oil giant Saudi Aramco on Sunday reported adjusted net income of $33.6bn for Q1 2026, up from $26.6bn a year earlier, as it highlighted operational resilience amid geopolitical tensions and shipping disruptions in the Strait of Hormuz.

Cash flow from operating activities fell to $30.7bn in the quarter from $31.7bn a year earlier, while free cash flow declined to $18.6bn from $19.2bn, which the company said was impacted by a $15.8bn build in working capital.

Aramco said its gearing ratio rose to 4.8 per cent as of March 31, compared with 3.8 per cent at the end of 2025.

Capital expenditure reached $12.1bn in the quarter as the company continued to invest in growth projects.

The board declared a first-quarter base dividend of $21.9bn, up 3.5 per cent year-on-year, which will be paid in the second quarter.

Aramco said its East-West Pipeline was ramped up sharply to its maximum capacity of seven million barrels per day during the quarter, helping support exports via Saudi Arabia’s west coast amid shipping constraints in the Strait of Hormuz.

View post on X

The company added that its domestic and international storage capacity provided additional optionality, while strategic investments in critical infrastructure and contingency planning helped maintain operational continuity.

“Aramco’s first-quarter performance reflects strong resilience and operational flexibility in a complex geopolitical environment,” president and chief executive Amin H Nasser said in a statement.

“Our East-West Pipeline, which reached its maximum capacity of seven million barrels of oil per day, has proven itself to be a critical supply artery, helping to mitigate the impact of a global energy shock and providing relief to customers affected by shipping constraints in the Strait of Hormuz,” he said.

“Despite these headwinds, Aramco remains focused on its strategic priorities and is leveraging both its domestic infrastructure and its global network to navigate disruption.”

Sumwon Studios names Dubai global HQ as it targets $1bn revenue by 2028

Sumwon Studios said it now operates across Europe, North America, the GCC and other emerging markets, with a workforce of more than 150 employees globally.

Neesha Salian
Neesha Salian

12 May, 2026

Sumwon Studios names Dubai global HQ as it targets $1bn revenue by 2028
Image: Supplied

TT

16

Digital-first fashion group Sumwon Studios said on Monday it has established Dubai as its global headquarters as it scales towards $1 billion in revenue by 2028, marking a new phase of international expansion.

The company, which operates a portfolio of digitally native fashion brands, said it generated about $300m in revenue in 2025 and has expanded rapidly since its launch in 2023.

Founded in Dubai, Sumwon Studios said it now operates across Europe, North America, the GCC and other emerging markets, with a workforce of more than 150 employees globally.

The group said Dubai will serve as its central hub for design, operations and content production, supporting faster product cycles and coordinated global execution as it expands into new markets, including India.

Sumwon Studios said it is also developing a 120,000-square-foot headquarters in Dubai, which will consolidate its operational, creative and content functions.

CEO Nitin Passi said Dubai had been central to the company’s growth since its inception.

“Dubai has been central to our journey from the beginning. It continues to offer the connectivity, talent and pace we need to build and scale a global business,” Passi said.

The company said its revenue base is currently weighted across Europe at about 45 per cent, North America at 30 per cent, the GCC at 10 per cent, and Asia and Latin America at 10 per cent.

Sumwon Studios operates at the intersection of fashion and technology, using real-time data to guide product development and inventory decisions, which it says helps reduce reliance on traditional forecasting models and shortens go-to-market timelines.

The company’s expansion aligns with Dubai’s broader strategy to position itself as a global hub for the digital economy and creative industries.

Sumwon Studios said it is expanding hiring across technology, creative and operations roles as it builds out its global platform from its Dubai base.

More news in interviews

Shure’s Yassine Mannai on why audio is the backbone of AI-led collaboration