Sheikha Latifa bint Mohammed bin Rashid Al Maktoum, chairperson of Dubai Culture and Arts Authority, launched the Museum of Digital Art (MODA) on Sunday, marking the opening of a museum dedicated to digital art and new technologies.

Located within the DIFC Zabeel District, the museum represents a push to expand Dubai’s cultural infrastructure and strengthen its creative economy.

Sheikha Latifa was accompanied at the launch by Essa Kazim, governor of Dubai International Financial Centre (DIFC).

“The Museum of Digital Art reflects Dubai’s long-term vision of culture as a catalyst for innovation, knowledge and human connection,” Sheikha Latifa said in a statement.

The announcement coincided with the 20th edition of Art Dubai, which officials said reflects the growth of Dubai’s arts sector over the past two decades.

The five-floor museum will feature permanent and temporary exhibitions, immersive experiences, educational programmes, research initiatives and interactive platforms designed to bring together art, technology and innovation.

Dubai International Financial Centre will lead the museum’s development, while Dubai Culture and Arts Authority will oversee operations and strategic cultural direction.

Kazim said the museum reflects DIFC’s commitment to advancing Dubai’s cultural ambitions through innovation and globally relevant experiences.

The museum, designed by Adrian Smith + Gordon Gill Architecture, will include spaces for artists, researchers and emerging talent in the digital arts sector.

Hala Badri, director general of Dubai Culture and Arts Authority, said the museum would create an interactive space where creativity meets advanced technology while supporting the growth of cultural and creative industries.

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

Arif Amiri, CEO of DIFC Authority and chairman of Art Dubai, said the museum would serve as a key cultural anchor within the DIFC Zabeel District expansion project and strengthen DIFC’s position as a destination where finance, culture and lifestyle intersect.

Officials said the museum will also feature a “digital twin” platform aimed at enabling global access and interaction, and supports Dubai’s broader economic goals under the Dubai Economic Agenda D33 and the Dubai Creative Economy Strategy.

Upon opening, the museum is expected to contribute to the continued growth and diversification of Dubai’s museum sector while strengthening the emirate’s position as a destination for cultural tourism, innovation and creative investment.

Dubai Electricity and Water Authority (DEWA) commissioned eight 132kV substations and two 400kV substations in 2025 as part of a major drive to strengthen Dubai’s electricity transmission network and support the emirate’s rapid urban growth.

Saeed Mohammed Al Tayer, MD and CEO of DEWA, said the projects align with the vision of Dubai’s leadership to build a sustainable and future-ready infrastructure capable of meeting rising electricity demand with high efficiency and reliability.

“These projects support Dubai’s comprehensive development plans and enhance the readiness of the electricity grid to accommodate continued growth,” Al Tayer said.

According to a Dubai Media Office report, DEWA’s ongoing electricity transmission projects currently under construction exceed Dhs8.5bn in total value.

Billions invested in future growth

The projects include 52 new 132kV substations, 223 kilometres of underground 132kV transmission cables, two 400kV substations and 130 kilometres of 400kV overhead transmission lines. All projects are scheduled for completion by 2028.

Al Tayer noted that the total number of DEWA substations across Dubai reached 394 by the end of 2025, including 27 substations operating at 400kV and 367 operating at 132kV.

“He reaffirmed DEWA’s commitment to upholding global best practices in the planning and execution of transmission networks,” the report stated.

New projects across Dubai

Hussain Lootah, Executive Vice President of Transmission Power at DEWA, said the utility completed around 250 kilometres of underground cables and overhead transmission lines during 2025 at a cost exceeding Dhs1.35bn.

The projects covered several areas, including Warsan-4, Al Yalayis-5, Hatta, Saih Shuaib-3, Al Hebiah-5 and Jebel Ali First.

Lootah added that DEWA has also started work on five major 132kV substations to serve new Emirati housing developments in Latifa City, Al Awir First and Al Khawaneej Second, with investments estimated at Dhs560m.

For most of the past decade, ultra-luxury hospitality has spoken in hushed tones: quiet luxury, discreet villas, silent isolation. Carolyn Turnbull, CEO of Nammos Hotels & Resorts, has a different bet. The dominant narrative of solitude, she argues, is “one-note.” What ultra-high-net-worth travellers want now is not more privacy, but more aliveness, connection and shared joy. She calls it “Vibrant Luxury”, and she is about to test it at one of the most ambitious openings in modern hospitality.

In Spring 2026, Nammos Resort AMAALA will open at Triple Bay on Saudi Arabia’s Red Sea coast, the iconic Greek brand’s first property outside Greece. Designed by Foster + Partners, the 110-key resort with 20 private residences sits within AMAALA, the regenerative destination being developed by Red Sea Global as a flagship of Saudi Vision 2030, alongside Four Seasons, Rosewood, Six Senses and Equinox.

Few hospitality brands carry the cultural shorthand that Nammos does. What began in 2003 as a single beach club on Mykonos’ Psarou Beach has, over two decades, become the defining grammar of Mediterranean glamour — the kind of place that does not chase the scene so much as create it. Nammos Dubai later became the highest-grossing restaurant in the world, turning over $71m a year and outperforming the likes of Nobu Malibu. The flagship Nammos Hotel Mykonos opened in 2023, but AMAALA marks the brand’s first full-scale resort and the moment its emotional system gets tested from sunrise to starlight, rather than across a single afternoon.

Leading that expansion is Turnbull, appointed CEO in mid-2025. Backed by ADMO Lifestyle Holding — a joint venture between Alpha Dhabi Holding and Monterock International — she is targeting 10 to 12 properties globally within a decade, with the Maldives following in 2027 and Abu Dhabi thereafter.

Here, she discusses the moment Nammos is entering, why she believes the Red Sea is on the cusp of a defining era in luxury travel, and how the brand plans to become AMAALA’s social heartbeat.

The luxury hospitality market is in an active phase, even with the region’s complicated geopolitical environment. How is Nammos Resort AMAALA navigating this moment, and what shifts are you seeing in traveller sentiment or booking behaviour?

I think the first thing worth saying is that the ultra-high-net-worth segment has always demonstrated a degree of resilience that the broader market does not. These are experienced global travellers who have navigated complex geopolitical cycles before. What we observe is not a retreat; it is a recalibration. Discernment sharpens. The trips they do take become more intentional, more curated, and frankly, higher spend.

What’s changed more noticeably is the geography of desire. There is a meaningful and accelerating shift towards destinations that feel genuinely new, not just geographically, but emotionally. The Red Sea, and AMAALA specifically, represents exactly that. It is not competing with existing luxury corridors; it is creating a new one. And I think travellers who are re-evaluating their mental maps of the world are finding that the story being written here is one of the most compelling in a generation.

From a practical perspective, what we are seeing is longer lead times on decisions, but a higher quality of commitment when bookings are made. The guests we are attracting to AMAALA are not impulse bookers; they are investing in an experience they genuinely believe will be exceptional. That is a high bar, and one we are designing to meet.

F&B has become a major battleground for differentiation in luxury resorts. What emerging dining trends are shaping your strategy, particularly when it comes to elevated beach clubs, experiential dining, and Mediterranean-inspired concepts?

For Nammos Hotels & Resorts, dining is never simply a revenue stream or an operational amenity; it is the emotional anchor of the entire guest stay. The era of the traditional ‘resort dining’ model is over. Today’s ultra-luxury guests are looking for a transformative journey, and we are seeing a definitive shift from mere dining venues to day-to-dusk lifestyle sanctuaries. It is about capturing that celebratory, joyful DNA of our Mediterranean origins and elevating it with extraordinary culinary execution and intuitive service.

What I see shaping this next chapter of luxury dining is what I would call ‘cultural fluency’ on the plate. Guests are incredibly sophisticated, and they want food that honours its place — that feels like it could only exist right there, in that specific environment. While our culinary philosophy will always remain rooted in the convivial spirit of the Mediterranean, we are deeply committed to hyper-local storytelling. At AMAALA, for example, we are drawing on the extraordinary larder of the Hijaz coast. Integrating artisanal partnerships with Saudi communities, ethically sourced Red Sea seafood, and regional botanicals aren’t simply ethical choices; they are flavour choices that create a powerful sense of place.

Ultimately, guests no longer want one static restaurant for the duration of a stay. They want a curated emotional arc. Our strategy is built around this fluidity, designing concepts that seamlessly transition from leisurely morning rituals to high-energy, golden-hour moments, each serving a different emotional register across the day.

AMAALA aims to redefine ultra-luxury travel with wellness, culture, and bespoke experiences at its core. Where does Nammos Resort fit within that vision, and how are you ensuring the property stands out in a portfolio designed to be world-class?

Nammos Resort AMAALA’s role within the destination is to be its social heartbeat. Every luxury portfolio needs an anchor, something that creates gravitational pull, that gives the destination a social identity and a reason to be talked about. That is what Nammos provides, and it is a role we have played before. When we established ourselves in Mykonos, we did not arrive into an existing cultural scene; we became the scene. In Dubai, we became the highest-grossing restaurant in the world not by being the loudest, but by being the most magnetic.

The way we stand out within a world-class portfolio is by occupying territory that no one else can authentically claim. The dominant narrative in ultra-luxury hospitality today is built on solitude, stillness, and what I call ‘quiet luxury’, beautiful, but one-note. Nammos occupies what we call ‘Vibrant Luxury.’ It positions belonging, social energy, and shared joy as the central purpose of the stay. Today’s UHNW traveller already has access to privacy and perfection. What they are seeking now is aliveness, connection, spontaneity, and a sense of being in the right place with the right people. That is what we architect — every day.

AMAALA gives us the perfect canvas. The Triple Bay setting, the ambition of the destination, the commitment to regenerative design, all of it aligns with the kind of flagship we wanted to build. We are not just launching a resort; we are proving that the Nammos emotional system can be scaled from a curated afternoon into a complete, sunrise-to-starlight hospitality experience. And in doing so, we are setting the template for every future Nammos property.

High-spend travellers today are demanding more personalisation and more meaning behind their trips. How are you tailoring the Nammos experience to a guest who wants both escapism and substance?

This is a question we have sat with deeply, because the tension it describes is real. Our guests are intellectually curious, socially engaged, often driven by purpose in their professional lives, and they do not want to simply switch off when they travel. They want to feel something. And they want to feel known.

Our answer to personalisation is what we call ‘Invisible Luxury’, the art of being understood without having to ask. Every guest at Nammos Resort AMAALA has access to a personal butler, operating under a philosophy we take very seriously: ‘Nothing is requested, everything is anticipated.’ That is not a marketing tagline. It is an operational mandate. Our teams are trained in what I describe as ‘human fluency’, an intuitive, emotionally intelligent approach to service that reads the unspoken needs and rhythms of our guests. Warm, not formal. Attentive, not intrusive.

On the ‘substance’ side of your question, I think the most meaningful experiences we can create are those that connect guests to place. At AMAALA, that means direct engagement with the Red Sea environment: access to the Corallium Marine Life Institute, coral restoration experiences, and Red Sea marine adventures. Our guests are not passive consumers of a setting; they are participants in its story. And for a generation of UHNW travellers who care deeply about what they stand for, that level of engagement is not just meaningful, it is emotionally unforgettable.

Supply chains and project timelines across the region have seen pressure during recent global volatility. How are you managing these operational realities while keeping the resort’s rollout and service standards on track?

I will be direct: any hospitality leader operating in this region over the past few years who tells you the supply chain has not been a factor is not being honest with you. It has been a challenge across the entire industry, and we are not immune to that.

What I can say is that working within the AMAALA and Red Sea Global framework has been a significant advantage. The infrastructure investment and procurement frameworks at this scale offer a level of stability that independent operators simply cannot access. We are benefiting from that.

What I am most focused on from a standards perspective is the pre-opening talent strategy. The physical product will be extraordinary, the architecture, the design, the amenities. But Nammos is ultimately a people brand. Our service model depends on teams who embody what we call our ‘Mykonian at Heart’ value, genuine warmth, social intelligence, and a sense of real hospitality. Recruiting, training, and embedding that culture ahead of opening is where I spend the most personal time and energy.

I am actually very encouraged by what we are finding. The innate hospitality culture in Saudi Arabia is exceptional. It is not something we need to import or manufacture; it is already present. Our role is to channel it, shape it, and give it the technical precision that world-class luxury demands.

Looking ahead, what do you expect will define luxury hospitality in the Red Sea region over the next three to five years, and where do you see the biggest opportunities for Nammos Resort AMAALA as the destination matures?

I think the Red Sea is on the cusp of something genuinely historic in luxury travel. We are at the moment that the Maldives was 40 years ago, or the Amalfi Coast was 60 years ago, a destination that the world is only just beginning to understand, but that will, within a decade, be a first-choice address for the most discerning travellers on the planet. That is not hyperbole; it is a reading of the investment, the policy alignment, and the quality of what is being built.

Over the next three to five years, I expect three things to define this region’s luxury narrative. First, regenerative tourism will move from aspiration to expectation. The AMAALA mandate, 100 per cent renewable energy, zero single-use plastics, and a commitment to a 30 per cent net conservation benefit to local ecosystems, is setting a benchmark that will become the industry standard. Guests will not just appreciate it; they will require it.

Second, I expect the region to develop its own luxury cultural identity that stands independent of Western luxury codes. This is already happening. The depth of culture, the warmth of Arab hospitality, the extraordinary natural environment, all of this is being channelled into experiences that feel genuinely of this place, not imported from elsewhere. That authenticity is commercially invaluable.

Third, I think the ‘social luxury’ segment, which we call Vibrant Luxury, will emerge as the defining growth category. We are seeing a generational shift in how UHNW guests think about travel. Younger wealth holders are not retreating to private villas in isolation; they are seeking shared experiences with a curated community of peers. AMAALA, and Nammos within it, is positioned precisely for this.

Our biggest opportunity as the destination matures is to become its cultural centre of gravity. Every great destination has a place that becomes its social heartbeat, the address that defines the cultural life of the area, that attracts the most interesting guests, the most important conversations, the most celebrated moments. That is what we are building. And given 20 years of proof that Nammos can create that kind of gravity anywhere in the world, I am genuinely excited about what we will create on the Red Sea.

Dubai’s Roads and Transport Authority (RTA) has completed 80 per cent of the Al Khaleej Street Tunnel Project, marking a major milestone in one of the emirate’s largest ongoing road infrastructure developments aimed at easing congestion and supporting rapid urban growth.

The tunnel project extends 1,650 metres from the end of the Infinity Bridge ramp in Deira to the intersection of Al Khaleej Street and Al Wuheida Street. Designed with three lanes in each direction, the tunnel will accommodate up to 12,000 vehicles per hour in both directions once operational.

The development forms a key part of the wider Al Shindagha Corridor Improvement Project, a strategic road network initiative intended to improve traffic flow across several of Dubai’s busiest districts and support future population growth.

Read more-New bridge opens in Dubai: Here’s how it will ease traffic and cut travel time

According to a WAM report, the project is being implemented in line with the directives of Dubai’s leadership to complete the phases of the Al Shindagha Corridor Improvement Project and meet the demands of the city’s expanding urban landscape.

Major corridor project to transform connectivity

Mattar Al Tayer, director-general and chairman of the Board of Executive Directors of the Roads and Transport Authority, said the tunnel represents a critical component of a wider transport transformation currently under way across Dubai.

“The construction of Al Khaleej Street Tunnel forms part of Al Shindagha Corridor Improvement Project, one of the largest projects currently being undertaken by RTA,” Al Tayer said.

He explained that the corridor stretches 13 kilometres along Sheikh Rashid Street, Al Mina Street, Al Khaleej Street and Cairo Street, and includes the development of 15 intersections. The corridor serves several major residential communities and development projects, including Dubai Islands, Waterfront Market, Dubai Maritime City and Port Rashid.

“The project is estimated to serve one million people and reduce journey time from 104 minutes to 16 minutes by 2030,” Al Tayer added.

The ambitious infrastructure plan is expected to significantly improve mobility across key areas of old and new Dubai while reducing travel times and enhancing traffic efficiency for residents, visitors and commercial transport.

Round-the-clock construction efforts

To maintain momentum and ensure completion within the approved schedule during the fourth quarter of this year, the RTA has deployed extensive resources across the project site.

Currently, 14 teams are working around the clock on excavation support works. These include the construction of retaining walls using secant piles for deep excavations, in addition to sheet piles designed for medium-depth excavations.

Four additional teams continue tunnel excavation works on a 24-hour basis, achieving daily excavation volumes ranging from 5,000 to 6,000 cubic metres. Officials said that output is expected to increase to approximately 8,500 cubic metres per day during the next phase of construction. The project contractor has already completed the first phase of structural works covering 890 metres, accounting for 65 per cent of the total structure works. Construction activities are continuing on the remaining 760-metre section.

Tunnel wall cladding has also commenced alongside road paving and widening works. Other ongoing works include the installation of lighting systems, traffic signal infrastructure, rainwater drainage networks, irrigation systems and utility diversion and protection operations throughout the project zone.

Focus on safety and operational efficiency

The RTA said the project has completed nearly eight million work hours since construction began while maintaining high occupational safety standards. No lost-time injuries have been recorded so far, highlighting what officials described as the efficiency of operations management and adherence to safety regulations despite the accelerated pace of construction.

A workforce of 1,591 engineers, technicians and workers has been deployed across the site, supported by 221 pieces of machinery and equipment operating throughout the project area. Officials said the coordinated effort reflects Dubai’s commitment to delivering major infrastructure projects on schedule while maintaining stringent safety and operational benchmarks.

Tunnel to feature large-scale public artwork

Beyond its transport function, the Al Khaleej Street Tunnel is also set to become a visual landmark under Dubai’s wider Tunnels initiative, which aims to integrate art into the city’s urban infrastructure.

The tunnel will feature a large-scale mosaic mural designed by Emirati artist Maryam Hathboor. The artwork draws inspiration from the intricate style of banknote illustrations and portrays Dubai’s skyline using fine lines and detailed compositions.

According to the RTA, the design reflects both the commercial significance of the surrounding area and Dubai’s evolving architectural identity. The mural will incorporate prominent landmarks, including the Infinity Bridge, while symbolising the emirate’s economic progress and urban development.

Officials said the artwork has been designed to create a dynamic visual experience, with details gradually revealing themselves as motorists move through the tunnel. The mosaic technique was selected for the installation due to its durability, longevity and ease of maintenance, ensuring the artwork remains sustainable over the long term.

The initiative aligns with Dubai’s broader vision of blending functionality, infrastructure and public art to create visually engaging urban spaces.

Dubai Islands connectivity project progresses

In parallel with the tunnel works, the RTA is continuing development projects aimed at improving access to Dubai Islands from the Bur Dubai side.

The authority confirmed that works in Bur Dubai under the Al Shindagha Corridor project were completed in 2025. Attention has now shifted toward constructing direct entry and exit points linking Dubai Islands with the mainland.

A new bridge is currently under development across Dubai Creek between the Infinity Bridge and the Port Rashid development area. The bridge will extend approximately 1,425 metres and include four lanes in each direction, with a total capacity of around 16,000 vehicles per hour in both directions.

Rising 18.5 metres above the water level of Dubai Creek, the structure will also feature a 75-metre-wide navigational channel to allow marine traffic to pass through the creek without disruption. The project further includes a dedicated pedestrian and cycling track connecting both ends of the bridge. Two lifts will also be installed to facilitate movement for pedestrians and cyclists.

Additionally, approximately 2,000 metres of at-grade roads are being constructed to connect the bridge with the existing road network on both Dubai Islands and the Bur Dubai side. The combined projects are expected to reshape connectivity across several strategic districts while supporting future development and tourism growth within the emirate.

“Our signature move is showing up.” It is a line Kerem Kuyucu, co-founder of Justlife, returns to almost reflexively when asked how the business has held its shape through a particularly unsettled year. The platform was, he says, “born and built in the UAE,” and that origin runs through nearly every answer he and his co-founder Ali Cagatay Ozcan, the company’s CEO, give in this conversation. Reliability, in their telling, is not a service feature. It is the business model.

That model has, by the founders’ own measure, just hit a defining milestone. Justlife has crossed 15 million bookings, a number Cagatay describes not as a marketing achievement but as something the team views “with gratitude”, the cumulative result of consistent effort from their professionals and the trust their customers have placed in the platform, day after day. What began as a home cleaning marketplace has, over the past decade, grown into the Middle East’s leading at-home services super app, expanding through beauty, maintenance, wellness, and most recently, Justlife Healthcare, an integrated suite of licensed, doctor-led services delivered to the home.

The conversation takes place against a backdrop the founders describe simply as “moments like these” — a period of regional uncertainty in which the company says it has stayed “closely aligned with UAE government guidance” and contributed to broader business continuity efforts. It has also recently launched “There’s No Place Like Home,” a community initiative offering reliable home cleaning, accessible therapy services and neighbourhood-level support for households navigating the disruption. Speaking to Gulf Business, Cagatay and Kerem reflect on how a platform built on the simple promise of “We Got You” responds when life becomes complicated and what a decade of showing up has taught them about building a business that lasts.

The current situation has been unexpected for everyone. How has Justlife been coping?

Cagatay: Justlife was born and built in the UAE, so moments like these feel deeply personal to us. Our approach has been simple: stay grounded and show up for our customers and for our professionals. Everything we do remains closely aligned with UAE government guidance, and we see it as our responsibility to contribute to the broader business continuity effort across the country. At the end of the day, we’re a platform people can rely on, whether that means convenience, stability, or just a sense of reassurance when everyone needs a hand.

Kerem: We cope by doing what we do best, being reliable. Operational continuity, launching things that genuinely make people’s lives easier, and adapting quickly when routines shift. That’s the job, every single day. It’s what led us to launch “There’s No Place Like Home”, a practical initiative to support households navigating uncertainty. Through it, we’re giving back with reliable home cleaning, accessible therapy services, and neighbourhood-level support that helps people hold onto a sense of normalcy.

Any advice you can offer to other businesses during this time period?

Kerem: Our signature move is showing up. I’ve seen Cagatay do it from day one of working together: stay attentive, act with empathy, and focus on long-term trust over short-term wins. Businesses that listen carefully to what people actually need right now will build relationships that last well beyond this moment.

Cagatay: How a business shows up during uncertain times defines how people remember you, not just now, but for years to come. Even small gestures of consistency can have a lasting impact. Our advice is simple: respond swiftly, prioritise people over plans, and adapt in real time. That’s how you build resilience that actually holds.

How did your service mix evolve from cleaning to a full-spectrum home services super app, as well as health, and what drove that decision?

Cagatay: The evolution came naturally. People want reliable solutions for multiple aspects of their daily lives, all in one place, and the easier, the better. We followed that instinct.

Kerem: We started with home cleaning, but over time expanded into beauty, maintenance, wellness, and most recently, Justlife Healthcare. Each step was guided by listening to our customers and understanding the everyday challenges they face. Our principle has always been “We Got You”: make life simpler and more manageable. And every new service we onboard has to meet the same standards of quality and trust that people already expect from Justlife.

How does Justlife ensure service quality and consistency across such a broad set of offerings?

Cagatay: Consistency is non-negotiable. Every service, from cleaning to healthcare, follows clear standards and processes, with professionals trained, equipped, and evaluated regularly. We also run ongoing quality checks, including independent assessments, to make sure we’re continuously improving the experience across the platform.

Kerem: On the healthcare side, we work exclusively with licensed clinical partners to ensure safety and regulatory compliance. But the bigger point is this: reliability is built into every interaction. Whether it’s a home service or a healthcare appointment, we want people to feel confident that Justlife will deliver the same level of trust and care every time.

What mechanisms do you use to train, vet, and retain top-rated professionals on the platform?

Kerem: We see our professionals as partners, not service providers. Each one goes through structured onboarding and training, and we continue providing guidance and feedback throughout their journey based on performance and customer ratings. Retention comes from offering steady work and creating a real sense of belonging. When our professionals feel valued, it shows in the quality of service and the trust customers place in us.

How do you handle peak demand, logistics, and same-day bookings across multiple cities?

Cagatay: It’s about balancing technology with human insight. Our platform uses smart scheduling to match demand with supply, while our operational teams anticipate peaks and ensure the right coverage across cities. But equally important is our network of trusted professionals, who allow us to respond quickly and reliably. Technology, planning, and people: that combination is how we make sure customers can count on Justlife even during the busiest periods.

How does consumer behaviour change during festive periods, and how does Justlife respond?

Kerem: There’s a clear shift toward last-minute planning and convenience. People want their homes ready and their appointments managed reliably, especially working parents trying to make sure they actually get to enjoy the festivities. These are the moments we prepare for. We respond by scaling our services, offering curated bundles, and providing flexible scheduling. The goal is simple: make busy times easier for households so they can focus on what truly matters.

Reaching 15 million bookings is a significant milestone. What strategies or product innovations were most important in achieving this?

Cagatay: We like to think about growth beyond the numbers. It’s about earning and keeping people’s trust. Every booking is a chance to show that Justlife can be relied on, day in and day out. We enjoy building this brand together, learning from our mistakes but always failing forward. Reaching 15 million bookings is a milestone we view with gratitude. It’s the result of consistent effort from our team, the dedication of our professionals, and the faith our customers place in us. Focusing on quality, supporting our network, and introducing innovations like service bundles and home healthcare have allowed us to scale steadily, always to make life a little easier for the people who use our platform.