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10X Health System’s Brandon Dawson on redefining wellness through precision health

Brandon Dawson, co-founder of 10X Health System and Cardone Ventures, outlines how genetics, biomarkers, and AI are reshaping modern wellness, as the company pushes a data-driven model of personalised, preventative health designed to move the industry beyond one-size-fits-all care

Neesha Salian
Neesha Salian

20 April, 2026

10X Health System’s Brandon Dawson on redefining wellness through precision health
Images: Supplied

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Article Summary
Brandon Dawson advocates for a proactive, data-driven approach to health, moving beyond passive, reactive care. He champions precision health using genetics, biomarkers, and real-time feedback for personalised protocols. Dawson emphasises cellular health, mitochondrial function, and metabolic resilience for longevity. He criticises the supplement industry's lack of data and quality, and envisions a future where technology and clinics work together globally.

Brandon Dawson has built companies that move fast and think big. As co-founder of Cardone Ventures alongside Grant Cardone, and of 10X Health System, he sits at an unusual intersection: one part business strategist, one part precision health architect. He’s direct and wastes no time getting to what he sees as the central problem: how most people engage with their health is categorically wrong.

“People are done being passive,” he says. “For decades, the system trained us to show up when something was wrong, when you’re sick, when you’re in pain, when the numbers are bad. That model is collapsing.”

What’s replacing it, Dawson argues, isn’t simply better information. It’s a reckoning with data. The kind that used to sit exclusively inside hospital labs and research institutions is now accessible to anyone willing to look. Genetics, biomarker tracking, and real-time physiological feedback. “That’s not a niche luxury anymore,” he says. “That’s the new baseline expectation for anyone who takes their performance seriously.”

Personalisation versus precision

The word ‘personalised’ gets used loosely in wellness, and Dawson draws a firm line between it and what he’s actually building.

“The industry deserves credit for moving in that direction,” he concedes, “but what most people call ‘personalised health’ is still, in many ways, a more refined version of the same averaging problem. You fill out a lifestyle questionnaire, you get a customised supplement recommendation, maybe you track your steps and your sleep. That’s better than nothing, but it’s not precision.”
Precision, he explains, starts somewhere most wellness programmes don’t go: your DNA.

“Your genetic makeup is not a preference or a lifestyle indicator. It’s the foundational code that determines how your body processes nutrients, manages inflammation, responds to training, and metabolises hormones. It’s fixed, it’s specific, and it’s unique to you.”

At 10X Health, that genetic foundation is layered with live blood biomarker data, over 70 markers covering everything from hormone levels to inflammatory response, and integrated with real-time physiological feedback from wearables.

The result is a protocol that could only belong to one person. “Not because we customised a template, but because every recommendation is a direct response to what your specific biology is telling us across three distinct data streams simultaneously.”

The cellular machinery behind longevity

On longevity, Dawson is clear about what the word actually means to him.

“Longevity isn’t about adding years to your life. It’s about adding life to your years.” The machinery behind that, he explains, is cellular. Mitochondrial health. Metabolic resilience. Things most people have never connected to their day-to-day experience.

“Most people don’t connect their brain fog or afternoon crashes to mitochondrial inefficiency,” he says, “but that’s exactly what’s happening for a huge percentage of the population.” When mitochondria are compromised through nutrient deficiencies, chronic inflammation or poor sleep, every system pays a price. Metabolic resilience follows the same logic: blood sugar regulation and insulin sensitivity are among the strongest predictors of how well a person ages.

“We identify these vulnerabilities before they become conditions,” he says. “The goal isn’t to treat metabolic disease. It’s to ensure it never develops.”

Cutting through the supplement noise

The supplement industry is one of the most crowded, least regulated spaces in consumer health. Dawson doesn’t soften his assessment. “Our industry has earned the skepticism,” he says. “There is an enormous amount of noise, influencer-driven supplement stacks, detox protocols with zero clinical backing, marketing that exploits people’s desire to feel better.”
His advice is straightforward: demand data. Not anecdotes, not endorsements, but specific data. What deficiency does this product address? What does your bloodwork show? What genetic markers support this recommendation?

But even when the need is real, ingredient quality is where most companies quietly cut corners. He uses vitamin B12 as his example. “The majority of supplements use a synthetic form called cyanocobalamin. It’s cheap, it’s stable, and it technically raises your B12 levels on a lab test.” The issue is that cyanocobalamin isn’t found naturally in the human body and requires conversion before it can be used. Methylcobalamin, by contrast, is already in a bioactive state. “Research has shown it remains in the body for a longer period and at higher levels,” he says. “That’s not a marginal difference. That’s the gap between a supplement that performs and one that merely appears to.”

Every ingredient in 10X’s product line is reviewed by medical advisors for the form, source, and delivery mechanism, not just whether the active compound is present. “The question we ask isn’t just whether an ingredient works in theory. It’s whether the specific form gives your body the best possible chance to actually use it.”

Beyond the clinic

The traditional clinic, Dawson says, was never the ideal mechanism for wellness. It was simply the only option available.

“Think about what’s already possible,” he says. “You can collect a DNA sample at home and have a comprehensive genetic profile within days. Wearables give you continuous data on heart rate variability, sleep quality, blood oxygen. Blood panels are moving toward at-home collection. AI platforms are beginning to interpret this data in real time.”

Genetics provide your baseline blueprint; bloodwork shows where that blueprint is being undermined by environment and choices; wearables provide the continuous feedback loop that tells you whether your interventions are working. “When those three data streams are integrated, the traditional clinic becomes one node in a much larger ecosystem, not the centre of it.”

He’s careful not to frame this as the end of clinical medicine. “The future isn’t clinic versus consumer technology. It’s both, working in an intelligent, connected system.”

10X Health System currently delivers this across 46 countries, operating precision IV therapy through certified medical facilities and building out a wider suite of services that includes gut health testing, hormone therapy support, and the Superhuman Protocol, a three-stage process combining PEMF therapy, oxygen therapy, and red light therapy designed to support cellular regeneration and recovery.

The next decade: personalisation, AI and the Gulf

On the decade ahead, Dawson identifies three forces he believes will define the next era of wellness: personalisation at scale, AI-powered decision-making, and the globalisation of preventative longevity medicine.

“Imagine a system that knows your genetic predispositions, monitors your real-time biomarkers, tracks your sleep and recovery from wearables, and uses all of that to help you make micro-decisions throughout your day, which foods support your hormonal balance, which type of training matches your recovery capacity right now, when to push and when to restore. That’s not science fiction. That’s where we’re heading.”

On geography, he’s equally direct. “I’m particularly energised by what’s happening in regions like the Gulf. Leaders here are not waiting for the future of healthcare to arrive. They’re building it.” The investment in infrastructure and the ambition around longevity medicine in Abu Dhabi and across the UAE, he says, is genuinely world-class. “This region is going to be central to how precision longevity medicine scales globally over the next decade.”

The Cardone blueprint, and what business taught him about health

What building Cardone Ventures alongside Grant Cardone taught him about scale and conviction turns out to be inseparable from how he thinks about health optimisation.

“Grant operates at a level of conviction and intensity that forces you to remove your own ceiling,” he says. “The biggest thing I took from building together is that your limitation is rarely the market. It’s the size of your thinking.” Speed and commitment followed as practical lessons. “Most businesses fail not because the idea was wrong but because the execution was too tentative.”

The deeper carry-over is structural. In business, you start by understanding your baseline, where you are financially, operationally, and culturally. You identify the gaps between that baseline and where you want to go, build precise and measurable interventions to close them, and track the data to know whether your strategy is working. “You don’t guess. You don’t hope. You measure, adjust, and scale what works.”

That, he says, is exactly how 10X Health approaches optimisation. “Your genetics are your baseline blueprint. Your blood work identifies the gaps, the deficiencies, imbalances, and vulnerabilities that are limiting your performance. Your precision protocol is the intervention strategy. And your ongoing testing and wearable data are your performance metrics. The feedback loop is the same.”

What he’s observed consistently across both domains is one shared characteristic among the highest performers. “They’re ruthlessly honest about where they are. They don’t rationalise the bad numbers. They face them, they address them, and they use them as a starting point. Whether it’s a P&L or a blood panel, the willingness to look at the truth without flinching is the foundation of every meaningful result I’ve ever seen.”

The importance of building community around a vision, of making people feel part of something larger than a transaction, is something he has carried from Cardone Ventures directly into 10X Health. “We’re not just selling a product or a test. We’re inviting people into a fundamentally different relationship with their own health. The mission has to be bigger than the business.”

Read: Staying calm in uncertain times: Here’s what UAE mental health professionals advise

Dubai to roll out ‘Work from Park’ spaces in push to blend productivity with green areas

The first flagship destination under the initiative is set to open in May at Al Barsha Pond Park

Neesha Salian
Neesha Salian

19 April, 2026

Dubai to roll out ‘Work from Park’ spaces in push to blend productivity with green areas
Images: Dubai Media Office

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Dubai Municipality's "Work from Park" programme is transforming parks into multi-functional spaces, offering office infrastructure in outdoor settings. In partnership with Group AMANA and Letswork, the initiative aims to support flexible working and economic diversification. The first site, opening in May, will provide workspaces for freelancers and SMEs, aligning with the Dubai 2040 strategy.

Dubai Municipality has launched a new initiative allowing people to work from public parks, as the emirate looks to reshape urban spaces to support flexible working and economic activity.

The “Work from Park” programme will introduce dedicated work environments within parks, combining office-style infrastructure with outdoor settings. The move is part of a broader strategy to position public parks as multi-functional spaces that support both leisure and productivity.

As part of the initiative, Dubai Municipality has signed cooperation agreements with Group AMANA and Letswork to develop and operate the facilities.

The first site is scheduled to open in May at Al Barsha Pond Park. It will feature modular workspaces built to sustainability standards and integrated into the park’s natural environment.

Additional locations are expected to be rolled out across the emirate throughout the year.

Image: Dubai Media Office

Work from Park concept aligns with the Dubai 2040 Parks and Greenery Strategy, among others

The initiative aligns with long-term development frameworks, including the Dubai 2040 Parks and Greenery Strategy, the Dubai Urban Plan 2040 and the Dubai Economic Agenda D33, which aim to enhance quality of life and support economic diversification.

Dubai Municipality said the project targets entrepreneurs, freelancers and small and medium-sized enterprises, as well as the wider remote working community.

Facilities will include hot desks, event spaces, podcast studios and creative production areas, accessible through Letswork’s digital platform.

Under the agreement, Group AMANA, through its DuBox unit, will deliver the physical infrastructure using off-site modular construction, a method that allows units to be built elsewhere and assembled on-site more quickly while reducing waste and environmental impact.

Letswork will oversee the activation and operation of the spaces, alongside programmes designed to support content creators, including dedicated creative work areas, training sessions and collaborative events.

Officials said the initiative will be implemented through a public-private partnership model, aimed at attracting private investment and supporting the development of a more flexible, innovation-driven urban economy.

Dubai Municipality said the move forms part of its wider efforts to enhance public spaces and adapt to changing work patterns, while maintaining parks as key recreational destinations.

‘No more Mr Nice Guy’: Trump warns Iran of strikes as ceasefire clock winds down

Trump says US representatives will be in Pakistan for negotiations, but Tehran says gaps remain over nuclear issues, Strait of Hormuz

Reuters
Reuters

19 April, 2026

‘No more Mr Nice Guy’: Trump warns Iran of strikes as ceasefire clock winds down
Image: Truth Social

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President Trump stated US envoys will return to Pakistan for Iran talks, led by Vice President Vance, despite earlier doubts. He threatened attacks on Iranian infrastructure if Iran rejects a "fair" deal. Iran hasn't confirmed attendance, citing the US blockade.

US President Donald Trump said on Sunday his envoys would return to Pakistan for new talks with Iran, while threatening new attacks on Iran‘s bridges and power plants unless it accepts his terms.

Trump said the US delegation would arrive on Monday evening, a timetable that leaves just a day for talks to make progress before a two-week ceasefire ends.

“We’re offering a very fair and reasonable DEAL, and I hope they take it because, if they don’t, the United States is going to knock out every single Power Plant, and every single Bridge, in Iran,” he posted on social media. “NO MORE MR. NICE GUY!”

However, there was no immediate confirmation from Iran that it would attend any new talks. Iran‘s Tasnim news agency reported that there had been no decision taken to send a delegation while a US blockade of Iranian ports was in place.

A White House official said the US delegation would be headed by Vice President JD Vance, who led the war’s first peace talks a week ago. Trump’s envoy Steve Kushner and the president’s son-in-law Jared Kushner would also attend. Earlier, Trump had told ABC News and MS Now that Vance would not go.

Iran‘s chief negotiator, Mohammad Baqer Qalibaf, earlier said the two sides had made progress but were still far apart on nuclear issues and the Strait of Hormuz.

The vital shipping strait remained closed on Sunday, a day after Iran fired on two vessels that tried to cross.

Iran, which has blocked off the strait to ships apart from its own since the United States and Israel attacked on February 28, had announced on Friday it would reopen it. But it reversed that decision on Saturday after Trump declined to lift a US blockade of Iranian ports.

“Iran decided to fire bullets yesterday in the Strait of Hormuz — A Total Violation of our Ceasefire Agreement!” Trump wrote in Sunday morning’s post. “That wasn’t nice, was it?”

Strait of Hormuz still shut

Trump’s renewed threat to hit Iran‘s power plants and bridges fits a pattern of such warnings throughout the war, several of which preceded moves to de-escalate. He abruptly announced the ceasefire two weeks ago just hours after declaring that Iran‘s “whole civilisation will die tonight”.

Now in its eighth week, the war has created the most severe shock to global energy supplies in history, sending oil prices surging because of the de facto closure of the strait, which before the war carried one-fifth of the world’s oil shipments.

Two liquefied petroleum gas tankers were seen on ship-tracking websites moving eastbound towards the strait early on Sunday morning, but the semi-official Tasnim news agency reported that Iran‘s armed forces turned them back. Marine traffic data showed no other movements after midnight.

Friday’s announcement that the strait would reopen caused the sharpest one-day drop in oil prices in years, while stock markets hit fresh all-time highs on the expectation that the disruption would soon end. But with the strait yet to reopen, markets could face new volatility when they reopen on Monday.

Amrita Sen, founder of the Energy Aspects think tank, predicted oil prices would rise on Monday when traders returned to their desks having realised they might have been prematurely optimistic last week.

“Events over the weekend with Iran firing on merchant vessels and shutting the strait again highlight just how precarious the situation is,” she said.

Dubai completes Hessa Street revamp, travel time now just 4 minutes

RTA completes full redevelopment between Sheikh Zayed Road and Al Khail Road, doubling capacity and easing congestion on one of the city’s busiest corridors

Gareth van Zyl
Gareth van Zyl

19 April, 2026

Dubai completes Hessa Street revamp, travel time now just 4 minutes
Image: Dubai Media Office

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Dubai's RTA has completed upgrades to Hessa Street, halving travel time between Sheikh Zayed Road and Al Khail Road. The project widened the road to four lanes in each direction and improved junctions. Phase 2, extending to Sheikh Mohammed bin Zayed Road, is underway, promising further travel time reductions and increased capacity.

Dubai’s Roads and Transport Authority (RTA) has completed a major upgrade of Hessa Street, significantly reducing travel times along one of the city’s busiest routes.

The authority on Sunday confirmed the opening of the full scope of works between Sheikh Zayed Road and Al Khail Road, covering a 4.5km stretch.

The project included widening Hessa Street to four lanes in each direction and upgrading key intersections with Sheikh Zayed Road, Al Asayel Street, First Al Khail Street, and Al Khail Road. All associated bridges have also been completed, improving traffic flow in both directions.

As a result, travel time along the corridor has been reduced from 15 minutes to just four minutes, according to the RTA.

His Excellency Mattar Al Tayer, director general and chairman of the Board of Executive Directors of the RTA, said the development supports Dubai’s ongoing infrastructure expansion to meet population growth and urban demand.

Hessa Street serves several major residential areas, including Al Sufouh 2, Al Barsha, and Jumeirah Village Circle, with the population in these districts expected to exceed 640,000 by 2030.

Capacity doubled

The upgrade has doubled the road’s capacity from 8,000 to 16,000 vehicles per hour in both directions.

Key works included a new two-lane ramp linking Sheikh Zayed Road to eastbound Hessa Street, widening of the First Al Khail Street bridge, and the construction of a parallel bridge at Al Asayel Street to increase lane capacity.

At Al Khail Road, new directional ramps and additional bridges have been added to improve traffic movement towards Sharjah and Deira.

Phase 2 under way

The RTA has also begun Phase 2 of the project, extending from Al Khail Road to Sheikh Mohammed bin Zayed Road over 3km.

This phase will include 8.8km of bridges and a 480-metre tunnel, along with upgrades to several entry and exit points.

Once complete, travel time is expected to drop from 24 minutes to five minutes, while capacity will double from 4,000 to 8,000 vehicles per hour in each direction.

The wider project will benefit around 650,000 residents across communities including Jumeirah Village Circle, Arjan, Dubai Science Park, Al Barsha South, Jumeirah Lakes Towers, and Emirates Hills.

Traffic volumes across the corridor are estimated at around 500,000 trips per day.

Saudi retail enters new phase where experience, strategy will define winners, says BCG’s Andy Veitch

Community-focused events are also playing a growing role, helping destinations build local relevance rather than relying solely on destination appeal, says Veitch

Neesha Salian
Neesha Salian

19 April, 2026

Saudi retail enters new phase where experience, strategy will define winners, says BCG’s Andy Veitch
Image: Getty Images/ For illustrative purposes

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Saudi Arabia's retail sector offers significant potential, but competition is intensifying. A BCG report highlights the need for differentiated, experience-led offerings, moving beyond traditional retail formats. Developers must focus on mixed-use integration, enhanced food and beverage, and community engagement. Expanding revenue streams via retail media and data monetisation is crucial. Success hinges on clear strategic focus and attracting digital expertise.

Saudi Arabia’s retail sector is entering a more complex phase of growth, where opportunity is significant but execution is becoming more demanding.

In this interview with Gulf Business, Andy Veitch, MD and partner at Boston Consulting Group, shares insights from a recent BCG report on the kingdom’s retail landscape and what it will take for developers and investors to stay competitive.

A recent BCG report highlights significant headroom for retail development in Saudi Arabia, with retail space per capita still below global benchmarks. However, with major flagship openings and signs of oversupply in segments like luxury retail, how should developers and investors approach this opportunity while building winning propositions?

While Saudi Arabia offers clear headroom for retail expansion, the landscape is becoming increasingly competitive. Major flagship developments such as The Avenues, Westfield, and destinations like Diriyah and Qiddiya will compete for the same pool of consumer spending.

There are already signs of oversupply in certain segments, particularly luxury retail, where space is roughly double relative to spending compared to markets like Dubai and Kuwait. This suggests consumers are redistributing spend rather than increasing it, putting pressure on footfall per square metre and overall mall economics.

To remain competitive, developers need to move beyond traditional retail formats and focus on differentiated experiences. This includes integrating retail into mixed-use communities, strengthening food and beverage and entertainment offerings, and building community-driven engagement through events.

Future growth will also depend on expanding revenue streams beyond rent, including retail media, tenant services, loyalty ecosystems and omnichannel integration. At the same time, retailers are increasingly pushing for performance-linked rents tied to turnover and footfall, along with more flexible lease structures.

Ultimately, success will depend on creating propositions that expand overall consumer spending rather than simply redistributing it across an increasingly crowded market.

Andy Veitch, MD and partner at Boston Consulting Group/ Image: Supplied

Experience-led retail is emerging as a key differentiator. Which innovations are proving most effective in driving footfall and dwell time in the region?

The most effective strategies focus on transforming retail into a broader lifestyle experience. Mixed-use integration, enhanced food and beverage offerings, and family entertainment are proving particularly effective in increasing dwell time and repeat visits.

Community-focused events are also playing a growing role, helping destinations build local relevance rather than relying solely on destination appeal, especially as newer developments intensify competition.

Retail media monetisation is now a major revenue stream. How are developers leveraging this, and what barriers exist?

Developers are increasingly generating revenue beyond rent through digital signage, dynamic parking, targeted marketing and tenant services that help drive store performance. Additional streams include non-endemic advertising, integrated marketplaces and product-searchable platforms.

However, scaling this model depends heavily on data. While loyalty apps and location-based data provide a foundation, limitations in data quality and depth remain a challenge. There are also barriers such as tenant reluctance to share data, privacy concerns and regulatory constraints.

A key issue is organisational readiness. Many operators underestimate that most of the effort lies in building capabilities, governance and operating models, rather than just deploying technology.

AI and data integration are cited as foundational for future retail competitiveness, yet readiness remains low. What steps should operators take now?

Operators should begin by identifying where AI can deliver tangible value, focusing on practical use cases such as property management and media revenue. Updating economic models to capture non-rent income streams is also essential.

A clear data strategy is critical, covering data acquisition, usage and monetisation, alongside governance and capability building. Partnerships will play an important role in accessing advanced AI expertise and scaling capabilities.

Equally important is talent, as attracting the right digital and prop-tech expertise will be central to executing these transformations.

Your latest retail report identifies three emerging retail archetypes. How should developers decide which to prioritise, and what trade-offs are involved?

Retail in the region is evolving around three models: community and convenience retail, experience-led destinations, and ecosystem platforms that extend into data, logistics and digital services.

While many developments will blend elements of these, success depends on having a clear primary focus. Assets that attempt to pursue multiple models without prioritisation often face diluted positioning and increased complexity.

The key decision is defining the role each asset plays within its market. Each approach involves trade-offs, and strong performance depends on aligning design, tenant mix and investment strategy with a clearly defined proposition.

Anker Innovation’s Jeffrey Liu on AI, ecosystem growth and Middle East expansion

Jeffrey Liu, GM for MEA at Anker Innovation, outlines how the company is balancing hardware-first innovation with AI-driven features and regional growth priorities

Neesha Salian
Neesha Salian

19 April, 2026

Anker Innovation’s Jeffrey Liu on AI, ecosystem growth and Middle East expansion
Image: Supplied

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Anker Innovations prioritises product innovation, particularly in hardware, whilst expanding into connected services and AI. They're managing inflationary pressures through cost controls, not compromising product quality. Anker aims to differentiate by out-engineering competitors and embracing openness across platforms. The Middle East is a key growth region, with significant revenue share expected by 2026, requiring localised strategies.

As Anker Innovations scales beyond its core charging business into audio, smart home, and AI-enabled devices, the company is doubling down on product-first innovation while quietly building a broader ecosystem of connected services.

In this conversation, Jeffrey Liu, GM for the Middle East and Africa, lays out how Anker is navigating pricing pressures, rising competition, and shifting consumer expectations, while positioning the region as a key growth engine in its global strategy.

Anker has been expanding rapidly across audio, power, and smart home categories, while also pushing into software and ecosystem services. How do you prioritise investment between hardware innovation and developing recurring revenue streams like software, subscriptions, or connected services?

Hardware comes first for us. If the product itself is not solving a real need well, no service layer is going to fix that. So our priority is always product performance, reliability and ease of use.

Once that foundation is in place, software and connected services help us extend the experience, whether that is better device management, smarter security features or added convenience over time. We see those services as strengthening the product, not distracting from it.

The consumer electronics market is facing inflationary pressure and tightening consumer spend. How is Anker approaching pricing strategy and margin management to maintain growth without eroding brand value?

We are not interested in protecting margin by compromising the product experience. Our focus is on managing costs through scale, sourcing discipline and supply chain control, while keeping the quality bar where consumers expect it.

At the same time, we make sure the portfolio covers different price points, from everyday essentials to premium products. That gives consumers real choice without pushing the brand into discount-led positioning.

Anker’s portfolio now includes fast charging solutions, smart devices, and AI-enhanced products. What role does AI play in your product roadmap over the next 12-24 months, and how are you embedding it in ways that meaningfully improve the user experience?

AI only matters if it removes friction for the user. Over the next 12 to 24 months, we see the clearest opportunities in areas like home security, energy management and audio. That includes things like on-device recognition, smarter automation and more personalised performance, but always in ways that are useful and easy to understand. We are not adding AI for the sake of the label. It has to solve something real for the customer.

Competition in accessories and smart devices is intensifying. Where does Anker see the most defensible opportunities for market share gains, and how do you plan to differentiate beyond price?

We focus on out-engineering the competition where it matters most to users. Anker holds more fast-charging patents globally than almost any other brand – that’s a technical moat, backed by real R&D.

We also win on openness, where our ecosystem works seamlessly with most other wireless and digital protocols and platforms, including Qi charging, Matter, AppleHome Kit, Google Assistant and Amazon Alexa, giving users full freedom of choice. And in this region specifically, our privacy-first, on-device AI approach resonates strongly with consumers who value data control.

Anker has seen strong global growth, but regional dynamics vary widely. How are you adapting go-to-market strategies for key regions like the US, Europe, China, and the Middle East, and what are your expectations for revenue mix changes in 2026?

The Middle East is a strategic priority for Anker as it’s one of the fastest-growing opportunities we see globally. High smartphone penetration, a young tech-savvy population, and government-driven smart city investment all point in the same direction.

We are expanding the retail presence across the UAE and Saudi Arabia and all other MEA countries, building local partnerships, and timing launches around moments that matter — Ramadan, Eid, and key retail seasons. By 2026, we expect this region to represent a significantly larger share of our global revenue.

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