Intersec Dubai 2026 took place from January 12–14 at Dubai World Trade Centre. Against a backdrop of rising digital risk and large-scale infrastructure development, HID leveraged the event to highlight how trusted identity was becoming central to modern security strategies.

Here, Sam Cherif, senior director and head of the Middle East at HID, discussed what the company showcased at Intersec, where the regional security market was heading, and the trends shaping 2026.

What did you showcase at Intersec this year?

This year, we demonstrated how a unified, cyber-secure and user-centric approach to trusted identity could address both physical and digital risks in an increasingly connected environment.

At our stand, we showcased our full portfolio of trusted identity solutions, starting with HID Amico biometric facial recognition readers, designed for fast, contactless access in high-traffic environments. Through a live speed-gate demonstration, visitors were able to experience how biometrics could enhance security while delivering a seamless user experience.

We also highlighted our mobile-first infrastructure, with HID Mobile Access integrated into Apple Wallet and Google Wallet, showing how smartphones were becoming one of the most secure and intuitive credentials available. This was supported by our cyber-hardened Mercury Intelligent Controllers and HID Aero Controllers, which form a secure backbone for modern access control systems.

Our HID Signo Readers were on display to demonstrate how organisations could adopt multi-technology support in a sleek, future-proof design. We also showcased our OMNIKEY desktop readers, which provide a versatile and secure solution for strong identity verification.

By supporting smart cards, digital credentials, including employee badges in Apple Wallet and credentials in Google Wallet, and advanced cryptographic protocols, the OMNIKEY readers help safeguard sensitive data and systems against cyber threats.

What is the anticipated growth of the security industry in 2026?

The outlook for the security industry in 2026 is robust, driven by rapid digital transformation, large-scale infrastructure development, and a tightening regulatory landscape.

Market data from IMARC Group suggests that the GCC security market was on track to reach $6.9bn by 2034, with a CAGR of nearly 9 per cent over the 2026–2034 period.

The UAE remains the fastest-growing market in the region and was projected to exceed $3.1bn by 2030. This growth is not just about scale, but sophistication. There was a clear pivot toward identity and access management and cloud-based security services. As the region hosts major global events and developed giga-projects, demand for trusted identity solutions that could scale quickly was rising.

In 2026, we expectaccelerated adoption of mobile credentials and biometric systems as organisations are moving away from legacy security methods that were easier to compromise.

What trends will dominate the sector this year?

One of the most significant trends shaping the security sector in 2026 is the convergence of physical security and cybersecurity. Access control systems are increasingly recognised as connected assets and needed to be protected with the same rigor as IT infrastructure. This is driving demand for cyber-hardened devices, encrypted communications, and secure credential management.

The rise of mobile and biometric identity is another major shift. Convenience, hygiene, and scalability have accelerated the move toward contactless authentication, particularly in high-traffic environments such as commercial buildings and government facilities. Mobile credentials are increasingly becoming the preferred choice for workforce and visitor access, especially as digital wallet integration set a new benchmark for usability.

User experience is also taking centre stage. Security solutions need to be intuitive and frictionless to ensure adoption and compliance. Systems that slow people down or disrupted operations are no longer acceptable. Interoperability gained importance as organisations sought flexible, standards-based solutions that integrated easily with existing systems. Together, these trends reinforce the idea that identity is becoming the foundation of modern security strategies.

What were some best practices to stay ahead of security attacks?

Staying ahead of security attacks required a proactive, layered approach that combined technology, governance, and user awareness. A key best practice is adopting a security-by-design mindset, where protection was embedded into systems from the outset rather than added later.

Convergence is also critical. Physical access control needs to align with cybersecurity strategies, as disconnected environments creates vulnerabilities. This includes using cyber-hardened devices, secure boot processes, and encrypted communications.

Credential management plays a major role as well. Reducing reliance on easily shared or duplicated credentials and shifting toward mobile and biometric authentication significantly lowers risk.

Regular updates, patch management, and lifecycle planning are equally important, as unsupported legacy systems posed serious threats.

Finally, interoperability and visibility matters. Solutions needs to integrate seamlessly with broader security and IT ecosystems, enabling centralised monitoring and faster incident response.

What were your projected growth plans for the year?

Our growth plans for 2026 are focused on expanding our footprint in the Middle East while deepening the value we delivered to customers and partners. We prioritise sustainable, long-term growth rather than short-term expansion.

A key focus is strengthening our regional presence through continued investment in local teams, technical expertise, and customer support. Proximity to customers allows us to better support complex, mission-critical deployments. We are also expanding our partner ecosystem through training, enablement programmes, and joint go-to-market initiatives.

From a market perspective, we see strong opportunities in government, critical infrastructure, transportation, and large enterprise sectors, particularly where digital transformation and cybersecurity were top priorities.

At the same time, we are accelerating adoption of mobile identity, biometrics, and cyber-secure access control platforms, with the aim of growing alongside the region as a trusted long-term partner in building resilient identity ecosystems.

The future of connectivity is no longer just about bandwidth. It is about understanding people and responding in real time.

For decades, progress in digital infrastructure was measured by scale: more users, more devices, faster networks. That expansion connected the world at an unprecedented pace. Yet scale alone did not always translate into simpler, more intuitive digital experiences.

As connectivity matured, its limits became increasingly visible. Networks could move data efficiently, but they could not interpret intent, anticipate needs, or adapt dynamically.

Today, artificial intelligence is addressing that gap by adding cognition to scale. Digital systems are beginning to learn from patterns, anticipate demand, and respond automatically.

When networks begin to learn

This shift marks a move beyond networks as isolated utilities toward integrated digital ecosystems. Connectivity, financial services, and digital platforms are increasingly converging into unified systems that adapt to how people live and work. When designed well, intelligence fades into the background, and experiences feel seamless rather than engineered.

At the foundation of these ecosystems are smarter networks. They are not simply faster; they are predictive, adaptive, and efficient. By anticipating demand, identifying issues early, and optimising resource use, intelligent networks improve performance, reduce downtime, and support sustainability without requiring constant user intervention.

Key capabilities shaping this transition include:

• Predictive network management, where AI models forecast usage patterns and dynamically reallocate resources to maintain performance during demand fluctuations.
• Proactive anomaly detection, using deep learning to identify irregularities before they escalate into service disruptions.
• Energy-aware optimisation, where AI orchestrates low-load cycles to reduce consumption while preserving service quality.

Together, these capabilities transform connectivity into a living system that learns and adapts across both the network edge and core.

Trust as infrastructure

As intelligence increases, data becomes the connective tissue that enables learning. But insight alone is insufficient. Trust is the true differentiator. Responsible systems must respect privacy, protect security, and understand context without overreach. Cognitive systems should enhance confidence, not erode it.

That same intelligence is also reshaping the customer experience. Support becomes faster and more anticipatory. Services feel more relevant. Interactions require fewer steps. When personalisation works, it feels natural rather than intrusive and context rather than surveillance.

This model extends well beyond telecommunications. Education platforms can adapt to individual learning styles. Insurance systems can assess risk dynamically and fairly. Healthcare technologies can integrate data streams to enable earlier, more accurate interventions. Smart cities can coordinate transport, energy, and communications through shared intelligence rather than siloed systems. The common thread is not the sector, but the ability to learn, adapt, and apply insight responsibly.

As digital ecosystems become more interconnected, governance and human oversight become essential. Artificial intelligence should support better decision-making, not replace accountability. The goal is not automation for its own sake, but systems that evolve ethically alongside the people who use them.

This principle underpins the concept of a cognitive ecosystem: an adaptive digital framework where intelligence, trust, and context are embedded into every connection. It is an approach being explored and implemented by organisations as they expand across connectivity, fintech, and emerging digital verticals, applying the same intelligence-driven logic across sectors.

Designing for velocity in the UAE

In the UAE, cognitive ecosystems are especially paramount as the country’s digital challenge is not scale or ambition but velocity. Few countries operate with a population that is as transient, diverse, and mobile, or with economic systems that must adapt continuously to global flows of talent, capital, and data.

In this environment, policy cannot treat digital infrastructure as static. Networks, platforms, and public services must be designed to understand change as a default condition. Cognitive digital systems — those that learn from patterns and adapt in real time — offer a way to govern complexity without over-regulating it.

For the UAE, the policy question is not whether to adopt AI, but where intelligence should sit. Embedding cognition at the infrastructure level allows services to adjust automatically to shifting demand, temporary residency, multilingual users, and cross-border digital activity without relying on manual intervention.

In a country defined by movement, digital systems must be built to think in motion because connectivity has reached maturity, and cognition will now define progress.

The writer is the group CTO, Beyond One.

In an era where geopolitics is increasingly shaped by trust, talent, and shared values, arts and culture are emerging as powerful instruments of modern diplomacy. Between Qatar and the UK, cultural exchange has evolved from symbolic engagement into a long-term strategic partnership, one that spans education, creative industries, wellbeing, and economic diversification.

For Dr. Waseem Kotoub, country director of the British Council in Qatar, culture’s influence lies in its ability to operate beyond formal agreements and institutional frameworks.

“Arts and culture are among the most effective tools of diplomacy because they are grounded in trust, empathy, and shared experience,” Kotoub said. “Rather than operating through formal agreements alone, cultural exchange allows relationships to develop organically at a people-to-people level.”

That philosophy has shaped more than a decade of cultural collaboration between Qatar and the UK. Flagship initiatives such as the Qatar–UK Year of Culture in 2013, and its evolution into the Qatar–UK Festival now in its 10th edition, have created enduring platforms for cooperation across the arts, education, and creative industries.

“This approach reflects a modern understanding of soft power,” Kotoub said. “It is not about projection, but partnership. By co-creating programmes that respond to local priorities and global opportunities, cultural diplomacy becomes both credible and long-lasting.”

Human connection at the centre

Kotoub’s perspective on culture is deeply informed by his own interdisciplinary background. Trained as a medical doctor and an accomplished concert pianist, he views music and medicine not as parallel paths, but as complementary forms of human connection.

“Medicine and music are often seen as separate disciplines, but both are fundamentally about human connection,” he said. “Medicine teaches you to listen, observe, and respond with care. Music allows emotion, rhythm, and expression to communicate what words often cannot.”

Through his work in healthcare and community settings, Kotoub has seen first-hand how music can reduce anxiety and foster emotional safety. “This has shaped how I think about wellbeing not only as a clinical concept, but as a social and cultural one,” he said.

That mindset influences how the British Council approaches programme design. “Whether designing cultural programmes or supporting creative industries, we place people, emotion, and human experience at the centre of our work,” Kotoub said.

Kotoub’s work with autistic children using music as a form of communication has reinforced his belief in the arts as tools for inclusion. “Music provides a shared language when traditional communication is difficult, enabling expression, confidence, and participation,” he said.

The implications extend far beyond individual settings. “The broader lesson is that systems work best when they are designed around people rather than expecting people to adapt to rigid structures,” Kotoub noted. In education and community development, creative approaches can unlock engagement for those excluded by conventional models.

“This experience also highlighted the importance of patience, adaptability, and partnership with families and communities,” he said—principles he sees as equally relevant when delivering national or international programmes.

The success of initiatives like the Qatar–UK Festival, Kotoub argues, lies in their continuity. “What began as part of the Qatar–UK 2013 Year of Culture has grown into a decade-long platform for cultural exchange, creative collaboration, and skills development,” he said.

Rather than treating festivals as standalone moments, the British Council has focused on institutional relationships and ecosystem-building. “Its impact extends beyond performances and exhibitions,” Kotoub said. “It has supported institutional partnerships, provided opportunities for emerging talent, and contributed to the development of Qatar’s creative ecosystem.”

Most importantly, sustained engagement has enabled trust to deepen over time. “Cultural relationships have been sustained over time, allowing trust, learning, and collaboration to deepen year after year,” he said.

Creative industries as economic drivers

Qatar’s creative industries are now gaining momentum across fashion, design, digital culture, gaming, film, and creative technology. Kotoub sees this growth as closely linked to entrepreneurship and skills development.

“What is particularly encouraging is how these sectors are increasingly connected to entrepreneurship, skills development, and innovation, rather than existing purely as cultural outputs,” he said.

That shift was evident at the Qatar–UK Creative Industries Forum, held during the 10th edition of the Qatar–UK Festival and convened under the patronage of Her Excellency Sheikha Al Mayassa bint Hamad bin Khalifa Al Thani, Chairperson of Qatar Museums. The Forum brought together policymakers, cultural leaders, entrepreneurs, and creatives from both countries to explore collaboration across multiple creative sectors.

The Forum also built on a Creative Industries Memorandum of Understanding between the British Council, the UK Department for Business and Trade, and Qatar Museums. “Creating a clear pathway from dialogue to long-term cooperation,” Kotoub said, the agreement aligns with the UK Industrial Strategy, where creative industries are recognised as a key growth pillar.

“Culture contributes meaningfully to the future economy when it is linked to skills, leadership, and international markets,” he said. “Supporting diversification, job creation, and sustainable growth.”

Delivering large-scale, multi-stakeholder international programmes requires a balance of creativity and operational discipline. Kotoub identifies trust and clarity as essential leadership traits.

“When working across institutions, cultures, and sectors, alignment around shared purpose matters more than control,” he said. Listening is equally critical. “Strong programmes emerge when partners feel heard and valued.”

Flexibility, he added, is not optional. “Cultural initiatives must adapt to context, audience, and changing circumstances without losing sight of long-term goals.” At the same time, ambition must be grounded in governance. “Creativity must be matched with strong governance, planning, and accountability to deliver lasting impact.”

Arts-based education, Kotoub believes, plays a critical role in preparing societies for the future. “Arts-based education develops skills that are increasingly essential in modern economies, including creativity, collaboration, critical thinking, and emotional intelligence,” he said.

In the Gulf, where human capital development is central to national strategies, creative learning can make education more inclusive and engaging. “When education systems integrate creative approaches alongside technical knowledge, they help develop individuals who can contribute meaningfully across sectors and society,” Kotoub said.

A bridging role for institutions

As Qatar positions itself as a global cultural hub, Kotoub sees institutions like the British Council as connectors rather than curators. “Institutions like the British Council play a bridging role,” he said. “We connect people, ideas, and institutions across borders.”

The focus, he stressed, is on long-term impact. “Our focus is on long-term partnerships rather than one-off interventions.” In Qatar, this means aligning closely with national priorities while enabling two-way exchange.

“It also means sharing UK expertise while learning from Qatar’s own cultural leadership and innovation,” Kotoub said.

Looking ahead, the objective is sustainability. “Our role is to help build sustainable platforms for exchange that empower individuals, strengthen institutions, and contribute to inclusive, future-ready societies.”

Read: Dubai Culture’s Hala Badri on why the world’s creatives are choosing Dubai

Pine Labs has announced a strategic partnership with Wio Bank to build a modern, cloud-native acquiring infrastructure designed specifically for digital-first banking. The collaboration will enable Wio Bank to deploy a next-generation acquiring stack without legacy technology dependencies, supporting faster merchant onboarding, real-time settlement capabilities, and scalable multi-mode payment acceptance.

As part of the partnership, Wio Bank will implement Credit+, Pine Labs’ modular, API-first acquiring platform, as the foundation for its core acquiring operations. Built for speed, scale, and configurability, Credit+ enables intelligent rule-based workflows, data-driven decisioning, and optimisation of payment acceptance rates, while managing the full merchant acquisition and lifecycle journey through a developer-friendly architecture.

Designed on a cloud-native, microservices-based framework, Credit+ allows Wio Bank to efficiently scale acquiring volumes with high availability, enterprise-grade security, and regulatory compliance. The platform supports rapid feature rollouts, real-time insights, and operational resilience—capabilities that are increasingly critical for digital-first banks operating in high-growth, cashless markets.

Commenting on the announcement, B Amrish Rau, CEO, Pine Labs, said, “Our partnership with Wio Bank brings a modern acquiring processing platform to one of the most innovative digital banks in the region. Credit+ is built to deliver high transaction throughput, rapid feature deployment, and seamless scalability through its API-driven, microservices architecture. This collaboration reflects how a modular acquiring stack can help banks move faster, iterate smarter, and scale reliably in a digital-first payments ecosystem.”

Jayesh Patel, CEO of Wio Bank, said, “At Wio, our focus is on building a banking platform that supports how businesses operate and grow. This partnership with Pine Labs strengthens our ability to deliver simpler, more efficient payment capabilities, from faster onboarding and settlements to easier acceptance across channels. It allows us to continue evolving our infrastructure while building the next generation of payments and value-added services around customer needs, so they can stay focused on running and growing their business.”

Pine Labs works with banks and enterprises globally to modernise legacy financial infrastructure through modular, cloud-native platforms. As the UAE accelerates its transition toward a cashless economy, partnerships between digital-native banks and global fintech providers with strong regional execution capabilities are increasingly shaping the future of payments, merchant services, and embedded finance.

Read: Wio Bank surpasses Dhs50bn in deposits as digital banking gains ground

The Petshop, the UAE’s specialist pet retailer, has entered into a strategic partnership with Mars to expand access to premium pet nutrition across the country, as demand accelerates for informed, quality-driven pet care.

Under the collaboration, The Petshop will significantly broaden its curated product portfolio by introducing a wide range of Mars Petcare brands across its physical stores and e-commerce platforms. The move strengthens The Petshop’s position as a specialist destination for trusted, research-backed pet nutrition and daily care solutions.

The expanded offering spans core nutrition, functional treats, and hygiene products. Key nutrition brands include Sheba, Whiskas, Pedigree, IAMS, Cesar, and Trill, catering to pets across different life stages and dietary requirements. These are complemented by treat brands such as Dreamies, alongside hygiene solutions including Catsan and Thomas, enabling a more comprehensive approach to everyday pet care.

The partnership comes as the UAE pet food market surpasses Dhs367m in value and continues to grow, with purchasing behaviour increasingly shifting toward premium, science-led nutrition. This trend is reinforcing the importance of specialist retailers that combine product expertise with scale, availability, and consistent brand execution.

“For more than fifteen years, we’ve built deep trust and an unmatched footprint in the UAE pet market,” said Amr Hazem Youssef, CEO of The Petshop. “That scale gives us both reach and responsibility. Pet families today expect easier access, stronger availability, and clearer choices from the brands they rely on. Partnering with Mars allows us to leverage our nationwide network, omnichannel presence, and close relationships with pet families to accelerate growth, strengthen category leadership, and set a new benchmark for how pet care brands are distributed, understood, and experienced in the UAE.”

Mars’ petcare portfolio is underpinned by research from the WALTHAM Petcare Science Institute, the company’s global centre for animal nutrition and wellbeing. Mars continues to invest in alternative ingredient innovation and sustainable sourcing, supported by a Science-Based Targets Initiative (SBTi) approved commitment to reduce carbon emissions by 50 per cent by 2030.

“At Mars, we believe that pets make the world a better place,” said Ekaterina Pichugova, general manager, Gulf, Mars. “This partnership with The Petshop is an exciting expansion of how we bring our trusted Petcare brands to pet families in the UAE. By combining our nearly 90 years of expertise with The Petshop’s local market leadership and omnichannel reach, we’re creating new opportunities to support pet families with the nutrition, education, and care their pets deserve, while continuing to bring more innovative and sustainable choices to the region.”

Specialty retail currently accounts for around 50 per cent of total pet food sales in the UAE and continues to gain share as pet owners seek expert guidance and education. The Petshop’s omnichannel model ensures consistent visibility across physical stores and digital platforms, enabling data-driven engagement and seamless customer journeys while supporting brand growth at scale.