K2 didn’t just grow up on the streets of Tunisia — he grew out of them.

As a young man forging his identity through hip-hop, K2’s rise was anything but conventional. Long before he was closing deals and scanning blockchain charts, he was dropping verses and touring with legends. His collaborators? A-list names like Snoop Dogg, DJ Khaled and Fat Joe.

“Music has always been a huge part of who I am,” he says. “Growing up in Tunisia, hip-hop was more than just a genre, it was a way to express myself and to stand for something bigger.”

And express himself he did: through bars, beats and raw charisma that carried him from local notoriety to international stages. But for K2, music wasn’t just performance. It was preparation.

“It taught me perseverance, it taught me how to be more creative, and it taught me how to adapt, innovate and create my own opportunity,” he says.

“Working with legends like Snoop, DJ Khaled, and Fat Joe wasn’t just about the music, it was about learning how to build partnerships… and learning how to turn my passion into a brand.”

Those early lessons proved invaluable when K2 made the leap from rap to reinvention.

Changing the narrative

If the early K2 was the archetypal ‘bad boy’ of North African rap, the present-day version is polished, sharp, and immersed in frontier technologies. Today, K2 is at the helm of K2 Meta, a tech investment platform focused on blockchain, crypto and next-gen innovation.

But pivoting from hip-hop to high finance didn’t come easy.

“The biggest challenge was probably changing how people saw me,” he admits. “So when I switched gears and got into business, it was time to show them what I had learnt throughout my career in the music industry.”

That meant drawing on the resilience he’d built in music — navigating critics, rejections, and cultural taboos — and applying it to boardroom dynamics. “In business, I treat every decision like a move in chess,” he says. “Always strategising, taking calculated risks, and planning several steps ahead.”

The result? A leadership style that blends instinct with data, gut feeling with game theory.

“Staying focused, trusting my instincts, and not being afraid to take chances,” he says. “That’s what got me here.”

Born in Tunisia but launched in France

K2’s early music hustle came with culture shock.

“Moving to France was a struggle at first,” he recalls. “But it taught me a lot about the music industry and its deep connection to entrepreneurship.”

There, he learned the importance of marketing, personal branding, and evolution: principles that would shape his future businesses. “I had to constantly evolve,” he says.

That evolution led to an impressive roll call of global collaborations, from T-Pain to Ronaldinho to The Game. “I’ve worked with Snoop Dogg before, and we’re planning to collaborate again,” K2 teases, “this time with a shared vision of leveraging music, technology, and entrepreneurship to drive social change.”

Beyond K2 Meta, he’s also involved in entertainment ventures that focus on exclusivity and innovation, blurring the lines between cultural moments and digital advancement.

K2 Meta: eyes on the future

K2 Meta is K2’s brainchild and his launchpad into digital asset investing. The platform backs technologies with what he calls “real-world utility”: not just hype-driven headlines.

“Digital assets are about more than just the price tags,” he says. “They are about solving real-world problems. Blockchain, decentralised finance, and smart contracts are the future of ownership and digital identity.”

He’s not here to ride short-term trends. “We like to focus on the long haul and make sure that we are backing innovations that are going to have a positive impact on society.”

It’s that long-term view that’s also earned K2 Meta credibility in a space cluttered with noise. He sees opportunity where others see volatility — and always with a cultural eye.

Creativity as currency

“My passion for music has always kept me in tune with what’s happening culturally,” he explains. “What people are talking about and what’s trending helps me make decisions in business too.”

That sixth sense for shifts in sentiment is helping K2 stay ahead of the next tech evolution. “I think that the next big shift is going to be the merging of the digital and physical worlds. Virtual reality, augmented reality and digital ownership, and how that’s all going to change the way we work, interact, and even buy things.”

And with K2 Meta, he’s placing his bets accordingly.

“We see a future where virtual spaces and real-world experiences merge in a way that feels seamless.”

Betting on the Middle East

Having built roots in the region, K2 is bullish on the Middle East’s digital trajectory. “The Middle East is making waves in the tech space, and I think we’re only just getting started,” he says. “The investment in fintech and Web3 is huge, and I see the region becoming a real hub for innovation.”

For him, the appeal lies in ambition and vision. “What inspires me most here is the chance to build solutions that aren’t just local, but can have a global impact.”

Philanthropy with purpose

Despite the success, K2 hasn’t forgotten his roots.

“I come from a very humble background, and I have seen people struggle just like I have in the past,” he says. “So, the first opportunity that I got to be able to give back, I was all hands on.”

From renovating schools to providing medical aid during the COVID-19 pandemic, K2 has embedded philanthropy into his business DNA. He continues to support orphanages, the elderly, and initiatives tackling malnutrition.

“This isn’t just about giving,” he explains. “It’s about building ecosystems for long-term, meaningful impact.”

His long-term goal? Systems—not handouts. “It’s not just a quick fix,” he says. “I want to make sure the impact is lasting… that it’s about creating opportunities for people to stand on their own two feet and thrive.”

A documentary in the works

His story is now being captured on screen. A new, upcoming television documentary in the Middle East promises to chronicle K2’s unlikely transformation.

“It’s a story of reinvention and resilience,” he says. “Not just about the highs, but the challenges and lessons along the way.”

For K2, it’s not about ego; it’s about example. “I hope audiences will walk away with a sense of what it takes to stay true to your vision… how important it is to keep pushing forward, no matter the obstacles.”

“One of the main learning I would like the audience to leave with is that: ‘It’s not where you come from, but by where your journey ultimately leads you.’”

The power of partnerships

Whether in music or tech, K2 has always prioritised the people around him.

“These collaborations are most effective when each partner recognises and leverages the unique strengths of the others,” he says. “That creates a synergy that fosters mutual growth.”

And the biggest lesson from working with icons? “The best opportunities in business, much like in music, often require the courage to act swiftly and adaptively, rather than waiting for the perfect moment.”

For K2, success isn’t about playing it safe. It’s about thinking bold, moving fast, and building a legacy that blends music, business, and impact.

“I want my legacy to be about breaking barriers and creating new opportunities for future generations,” he says. “Through K2 Meta, Web3 investments, and philanthropy, I’m creating a blueprint for the next wave of artists, entrepreneurs and innovators.”

Dubai-based prime luxury real estate developer, Imtiaz Developments, has officially broken ground on its latest residential project, Sunset Bay Collection, valued at Dhs700m.

The groundbreaking ceremony marked a major milestone in the company’s expansion within the coveted Dubai Islands and was attended by key stakeholders, industry leaders, and Indian actor Hrithik Roshan, the developer’s brand ambassador.

The Sunset Bay Collection comprises five distinct projects, each thoughtfully designed to offer an island lifestyle with world-class amenities, direct access to pristine beaches, and a seamless integration of modern architecture with the natural beauty of Dubai Islands. Located in close proximity to the area’s largest mall, upscale resorts, and fine-dining restaurants, the collection is ideally positioned in a location primed for significant appreciation in value.

With the addition of the Sunset Bay Collection, Imtiaz Developments now has 15 projects under construction within Dubai Islands. Imtiaz Developments says this area was chosen by the developer to capitalise on its strong potential for long-term capital appreciation — positioning investors to benefit from early entry into a market on the rise.

Dubai Islands is set to become Dubai’s next premier waterfront destination, with a pipeline of branded residences, villa communities, and the city’s largest upcoming shopping mall, all slated for completion within the next three years. In line with this vision, Imtiaz will launch a series of ultra-luxury developments in the area this year.

Masih Imtiaz, CEO of Imtiaz Developments, stated: “Sunset Bay Collection is a project very close to my heart — one where our team poured their days and nights into crafting something truly exceptional. We’re proud to be one of the few developers rapidly expanding on Dubai Islands, shaping its future as one of the UAE’s most sought-after waterfront destinations. Now is the perfect time to invest in Dubai Islands, before it reaches its full price potential—much like other waterfront areas that have seen tremendous growth over the past few years.”

Adding to the groundbreaking event’s significance, Hrithik Roshan, one of India’s most celebrated actors, engaged in a conversation with Imtiaz Developments. Sharing his thoughts on the partnership, Roshan expressed his admiration for the Sunset Bay Collection and the brand’s vision.

“I’ve had the opportunity to view several of Imtiaz Developments’ projects, and the Sunset Bay Collection stands out as truly remarkable. Its design reflects a perfect balance of comfort, modern elegance, and harmony with its natural surroundings. If I were to consider a second home, Imtiaz would certainly be at the top of my list,” remarked Hrithik Roshan

About Sunset Bay Collection

Each of the five projects in the Sunset Bay Collection will offer:

• Waterfront residences with floor-to-ceiling glass facades, private terraces, and premium finishes.
• Lifestyle amenities including private beach access, rooftop lounges, wellness facilities, infinity pools, and access to a marina promenade.
• Energy-efficient technologies and smart home automation systems as part of a sustainable design strategy.

Imtiaz Developments is currently working on six projects in JVC, five within the Dubailand Residential Complex, and a total of 18 developments across Dubai Islands.

About Dubai Islands

Dubai Islands is a master-planned coastal development aligned with Dubai’s 2040 Urban Master Plan. The destination is expected to host over 80 hotels, ranging from luxury resorts and wellness retreats to cultural and family-oriented offerings. With a mix of villa communities, branded residences, and the largest retail destination on the islands under construction, Dubai Islands is set to redefine urban waterfront living in Dubai.

Imtiaz Developments is expected to announce additional ultra-luxury residential launches within the islands later this year.

Amit Kaushal began his career in Dubai in the late 1990s before expanding into the UK and beyond.

Today, as chairman, he heads up the global AKCEL Group, a diversified business spanning IT, real estate, investments, and now motorsport.

In this episode of the Gulf Business podcast, Kaushal tells us about his company’s push into the world of formula racing with AKCEL GP, the group’s branded real estate venture with BNW Developments, and his ambition to build a legacy that leads all the way to Formula One.

Before we get into the motorsport side of things, tell us more about AKCEL Group. It’s quite a diversified business: can you paint a picture for our audience?

Of course. Firstly, thank you for having me. AKCEL Group is built around the concept of transforming aspiration into legacy. That idea is embedded in the name itself:

“A” stands for Aspiration, “K” for Knowledge, “C” for Clarity and Consistency, “E” for Excellence, and “L” for Legacy.

So it’s not just a name — it’s a journey.

In terms of the business, we’re a global conglomerate. Our roots are in IT — specifically consulting and training — and we operate in India, the UK, the US, Ireland, and Dubai. We also own Jetking, which has over 100 IT training centres in India.

We’ve recently entered real estate in the UAE through a branded residence partnership with BNW. Our first flagship project will launch on Dubai Islands, followed by an expansion into Ras Al Khaimah. That’s a huge step for us.

Then, there’s motorsport — which is giving global visibility to our brand. We’re proud to be the first Indian-origin group to own a racing team in this space. It’s a major milestone, especially for the wider South Asian community.

And finally, we have an investment arm that focuses on alternative assets — everything from angel investing to venture capital. So AKCEL Group is built on four key pillars: IT, real estate, motorsport, and investments.

I personally left India around 25 years ago. I started my journey in Dubai back in 1998, then moved to the UK in 2000. And now, life is bringing me full circle — back to Dubai, which has always had a special place in my heart.

Can you tell us more about AKCEL GP and why did you decide to launch it now?

AKCEL GP is our motorsport arm, and we’ve just completed our first season here in the Middle East, competing in Formula 4 and the Formula Regional Middle East Championship. We even made it to a few podiums.

The idea started in Dubai when I met our team principal, Rohit Kaul, a former Formula driver. We shared a common vision, and we realised there’s very little South Asian representation in global motorsport. That inspired us. We wanted to create a platform to nurture young talent and eventually compete in Formula One.

We pulled everything together in just nine months and launched at the Armani Hotel, Burj Khalifa in January 2025. Our drivers come from diverse backgrounds — India, the UK, Romania — and we’re proud to support the Al Qubaisi family too. Amna and Hamda Al Qubaisi are now our brand ambassadors and sit on our advisory board. They’re pioneers in UAE motorsport and have been a huge support.

You’ve decided to make the UAE your global base — tell us why.

Dubai is where I began my journey, and strategically it makes perfect sense. It’s now at the centre of global conversations, whether it’s sports, tech, AI, crypto, real estate or investment. Everything is converging here.

Logistically, it’s also ideal for managing operations across both the Indian subcontinent and Europe. For us, it’s not just home: it’s a launchpad.

The business of motorsports is quite complex — it’s not just what we see on track. What have you learned so far?

A lot! We started with a technical partner, but now we’re building our own in-house technical team for our European F4 and FRACA campaigns. That gives us better control, allows us to build in-house performance models, and elevate our drivers.

We’re also setting up a second base in Milan, Italy to manage the April to October European racing season. After that, we’ll compete in Macau and return to the UAE for the 2026 season.

Every person on the team — from our technical director Matthew Norman, to logistics and operations — plays a critical role. It’s a true team sport behind the scenes.

Do you attend every race yourself?

I try to attend as many as possible, but our team principal Rohit Kaul leads the operations on the ground. My role is more strategic: managing partnerships, sponsor relations, and ensuring smooth execution throughout the season.

Sponsors are crucial. Who are some of your key partners?

We’re fortunate to have a great mix. BNW Developments is one of our lead partners. Gulf Business is on our car too — which we’re very proud of. We also have Century Financial, and LifeCoin as sponsors. Each one plays an important role in the ecosystem we’re building.

You’re competing in Formula 4 and Formula Regional — can you explain the difference?

F4 is the first major step after go-karting — the entry point into the Formula ladder. From F4, drivers move to FR (Formula Regional), which is more powerful and covers specific regions — we just raced across Dubai, Abu Dhabi, Qatar, and Jeddah.

After FR, drivers can progress to F3, F2 and ultimately F1 — the dream. The difference lies in engine power, car weight and complexity. But every step is crucial.

You mentioned AKCEL Academy: what is its role in terms of your overarching approach to motorsport?

The Academy supports the entire talent pipeline. We identify young drivers early. One of our drivers started go-karting at four and is now eight, and is already a champion from Singapore.

We also have a focus on inclusivity. For example, we’ve reserved one seat for a female driver, and we’re proud to support Hamda and Amna Al Qubaisi. We’re also planning an announcement in Barcelona to enter the endurance-based Le Mans series with them.

And we’re supporting Atika, the first Indian female driver to enter an F1 Academy. She’s an inspiration.

So what’s next for AKCEL GP in the next five to ten years?

The short-term focus is to strengthen our presence in F4, F3, and F2. Simultaneously, we’re scaling our Academy and merging racing with IT and engineering.

The long-term aspiration is to reach Formula One and to see our driver on the F1 podium one day. That’s the vision, and we’re fully committed to it.

Pope Francis has died at the age of 88, after suffering complications from pneumonia.

The Vatican confirmed his death this morning, bringing to a close a papacy that spanned more than a decade.

Cardinal Kevin Farrell, Camerlengo of the Apostolic Chamber, made the formal announcement from Casa Santa Marta on Monday.

“With deep sorrow I must announce the death of our Holy Father Francis. At 7:35 this morning, the Bishop of Rome, Francis, returned to the house of the Father. His entire life was dedicated to the service of the Lord and of His Church,” said Farrell.

“He taught us to live the values of the Gospel with fidelity, courage, and universal love, especially in favor of the poorest and most marginalised. With immense gratitude for his example as a true disciple of the Lord Jesus, we commend the soul of Pope Francis to the infinite merciful love of the One and Triune God,” Farrell added.

Francis was hospitalised on 14 February at the Agostino Gemelli Polyclinic with bronchitis. His condition worsened, and doctors diagnosed bilateral pneumonia on 18 February. After 38 days in hospital, he returned to Casa Santa Marta to recover.

Born Jorge Mario Bergoglio, he had a portion of his lung removed in 1957 following a serious infection. In recent years, he struggled with respiratory illness and cancelled a visit to the UAE in late 2023 due to influenza and lung inflammation.

The World Trade Organisation (WTO) warned of a potential contraction in global goods trade in 2025, forecasting a 0.2 per cent decline in world merchandise trade volume under current conditions, with significant downside risks stemming from renewed tariff disputes and policy uncertainty.

The outlook, presented in the WTO Secretariat’s latest Global Trade Outlook and Statistics report published last week, marks a significant downgrade from earlier projections and is nearly three percentage points lower than what might have been expected under a “low tariff” scenario.

The forecast is based on trade policies in effect as of April 14.

North America is expected to bear the brunt of the decline, with exports forecast to drop 12.6 per cent and imports by 9.6 per cent in 2025.

This regional downturn is set to subtract 1.7 percentage points from global trade growth, tipping overall merchandise trade into negative territory.

Director-general Ngozi Okonjo-Iweala expressed concern over continued policy uncertainty and escalating tensions, particularly between the US and China.

Pressure on global trade, WTO report shows

“The recent de-escalation of tariff tensions has temporarily relieved some of the pressure on global trade. However, the enduring uncertainty threatens to act as a brake on global growth, with severe negative consequences for the world, the most vulnerable economies in particular,” she said.

Despite the temporary pause in reciprocal tariffs, the WTO warned that a reactivation of such measures — combined with broader trade policy uncertainty —could push the contraction in goods trade to -1.5 per cent next year.

The report also included, for the first time, a forecast for commercial services trade, which is projected to grow by 4 per cent in 2025, approximately one percentage point lower than previously expected.

While services are not directly subject to tariffs, spillover from weaker goods trade is expected to curb growth in transport, logistics, and travel-related sectors.

WTO chief economist Ralph Ossa highlighted the broader implications of policy instability. “Our simulations show that trade policy uncertainty has a significant dampening effect on trade flows, reducing exports and weakening economic activity,” he said. “Tariffs are a policy lever with wide-ranging, and often unintended consequences.”

In 2024, merchandise trade had grown by 2.9 per cent, outpacing global GDP growth of 2.8 per cent — a rare occurrence outside of the Covid-19 rebound years. But the outlook for 2025 is significantly more subdued.

Regional trade divergence

Asia and Europe are expected to post modest gains in both exports and imports next year, with Asia forecast to see 1.6 per cent growth on both fronts, and Europe anticipating a 1 per cent rise in exports and 1.9 per cent in imports.

The Middle East and other commodity-producing regions are expected to support global trade through energy exports, which typically remain stable across business cycles.

Trade diversion triggered by US-China tensions is likely to bolster Chinese exports to regions outside North America by 4 to 9 per cent.

Conversely, US imports from China — particularly in textiles, apparel, and electronics — are expected to plunge, opening up opportunities for other suppliers, including least-developed countries (LDCs) with similar export profiles.

LDCs, while vulnerable to external shocks, may temporarily benefit from the ongoing trade diversion, especially as they compete in sectors like textiles and electronics.

However, the WTO cautioned that renewed tariffs could severely undermine their fragile export sectors.

Services trade growth to slow

In 2024, services accounted for 26.4 per cent of global trade — the highest share since 2005 — reaching a total of $8.69tn, up 9 per cent year-on-year. The WTO attributed this growth to strong demand and increased digitalisation.

However, economic uncertainty and weakened goods trade are expected to reduce demand for transport and intermediate services in 2025. The organisation noted that international travel, particularly leisure, could be among the first sectors to feel the pinch, with potential ripple effects on professional, R&D, and IT services.

Regional services growth in 2025 will be led by Europe (5 per cent) and Asia (4.4 per cent), while North America is expected to slow to 1.6 per cent.

The Middle East is forecast to grow by 1.7 per cent, with further deceleration in 2026. The outlook is weakest for Africa and Latin America, both expected to record declines.

Looking ahead

At the start of 2024, the WTO had anticipated a more optimistic outlook for 2025 and 2026, with merchandise trade growing in step with GDP and services trade outpacing both. But the introduction of a “large number of new tariffs” since January prompted a major reassessment.

The WTO urged its members to seize the moment to modernise trade rules and reinforce the multilateral trading system. “WTO members have the unprecedented opportunity to inject dynamism into the organisation, foster a level-playing field, streamline decision-making, and adapt our agreements to better meet today’s global realities,” Okonjo-Iweala said.

Read: UAE foreign trade soars Dhs5.23tn in 2024