Over the past 15 years, Shurooq has redefined Sharjah’s economic landscape. With an almost Dhs8bn investment portfolio spanning over 50 projects, the authority has transformed the emirate from a manufacturing- and trade-driven economy into a diverse hub for sustainable growth. Ahmed Obaid Al Qaseer, CEO of Shurooq, outlines how the authority’s strategy is positioning Sharjah as a benchmark for balanced development.”Shurooq’s investments are designed to generate long-term value across sectors that contribute to Sharjah’s social and economic resilience.”

Shurooq’s model blends the strategic vision of government with the agility of private enterprise. Through public–private partnerships and alliances with global firms such as Eagle Hills, Diamond Developers, GHM, and The Lux Collective, it has accelerated the development of large-scale real estate, eco-luxury hospitality, and sustainable urban projects. Its investment promotion arm, Invest in Sharjah, attracts high-value capital in growth sectors including green manufacturing, logistics, and cultural tourism. Cultural heritage remains a cornerstone of Shurooq’s development vision. Projects such as the Heart of Sharjah have converted historic neighbourhoods into active commercial and cultural hubs. “We see heritage as a growth asset,” Al Qaseer explains. “It adds depth to our destinations and value to our economy.”

Sustainability and innovation

For Shurooq, sustainability is an operational framework. All developments undergo environmental and social impact assessments from planning through delivery. The 7.2-million-sq ft Sharjah Sustainable City exemplifies this approach through solar-powered homes, smart mobility systems, and wastewater reuse.

Across the Sharjah Collection of eco-retreats, Al Faya, Kingfisher, Moon Retreat, and the soon-to-launch Nomad, Shurooq integrates renewable energy, minimal-impact designs, and eco-materials. Partnerships with Beeah Group and other green technology leaders embed waste management, energy efficiency, and circular-economy practicesacross operations.

Investing in people and enterprise

More than 600 small and medium enterprises operate within Shurooq’s destinations, benefitting from access to new markets and visibility. From retail and food services to logistics and tourism, SMEs form a vital part of the authority’s value chain. “Every development we create is designed to generate opportunity,” says Al Qaseer. “We want local entrepreneurs to grow alongside our destinations.” Since establishing Invest in Sharjah in 2016, the emirate has attracted over Dhs96.7bn in foreign direct investment, resulting in 617 projects and more than 46,000 jobs. The focus now lies on sectors shaping the global economy, renewable energy, advanced logistics, agri-tech, and cultural tourism.

Creating places that connect

Under the vision and guidance of Sheikh Dr Sultan Bin Mohammed Al Qasimi, Supreme Council Member and Ruler of Sharjah, and the leadership of Sheikha Bodour bint Sultan Al Qasimi, Shurooq has built a development philosophy around “place-making”, creating destinations that bring people, culture, and nature together.

From Al Noor Island and Al Montazah Parks to the House of Wisdom, each project demonstrates how integrated design can drive civic engagement and cultural vitality. In the eastern region, projects such as Nomad in Kalba and Najd Al Meqsar in Khorfakkan are redefining eco-tourism and coastal hospitality. Meanwhile, Mleiha National Park, within the UNESCO-inscribed Faya Palaeolandscape, connects archaeology, ecology, and adventure, showing how heritage and progress coexist.

“Our role is to ensure that progress and preservation move in tandem,” concludes Al Qaseer. “That is how we build economies that endure.”

When people see a driverless car, whether it be a racing car or a taxi, they often assume the technology is doing all the work. The machine is in control and humans are out of the picture.

The problem is not just one of perception. As autonomous vehicles become more common, the story we tell about them matters. If we view autonomy as something automatic or inevitable, we risk underestimating the human effort it still requires. That effort is not only technical. It is strategic, emotional and deeply collaborative.

I come to this space from a traditional motorsport background, with over 16 years working across some of the most competitive racing environments in the world. That perspective has shaped how I view this shift. In conventional racing, teams protect their data. Knowledge is rarely shared, competitive advantage is everything and the culture rewards secrecy, speed and control.
Autonomous development challenges that mindset. It depends on shared progress. Teams often help one another, even when they are direct competitors.

I have seen top developers sit with newer teams to troubleshoot software or recalibrate systems. They do it not out of charity, but because they understand that autonomy only succeeds when the whole field can perform. If only one car completes a race, that is not a victory. It is a failed experiment.

Every lap completed by a driverless car is the result of months of human effort. Engineers, coders and technicians work late into the night solving problems that have no manual. These systems are still prototypes, held together by relentless testing and collaboration. Nothing about this work is automatic.

That collaborative spirit does not make the work easier. If anything, it introduces new pressures. These teams are made up of specialists with different ideas about how to solve the same problem. Some want to push harder, while others argue for a safer approach. Reaching consensus under tight deadlines demands more than technical skill, it requires leadership, communication and trust.

Still, the progress is remarkable. I have seen autonomous cars complete sub-one-minute laps around the north track at Yas Marina Circuit on tyres that had already clocked more than 800 kilometres. In traditional racing, a set of tyres used aggressively might last 60 to 80 kilometres before falling off in performance. These autonomous systems adjust continuously, learning with every turn. They are not held back by instinct, fatigue or hesitation. But this is not about replacing drivers. Motorsport remains a sport, and human performance will always be central to its appeal. Autonomy offers something different.

The same tools that allow a driverless car to manage grip or react to changing track conditions can help human teams prepare better strategies, monitor tyre degradation or model risk with greater accuracy. Engineers working in autonomy today are building systems that could quietly make racing more efficient, more sustainable and more competitive. Events like the Abu Dhabi Autonomous Racing League (A2RL) are helping to test these possibilities in real-world conditions, under pressure and at speed.

None of this happens without people. Every decision an autonomous vehicle makes is shaped by human judgement, testing and design. These systems are not independent of us. They are built through human insight, creativity and care.

Removing the driver does not remove the human. It simply shifts their role, from operating the vehicle to developing the systems that guide it.

At a time when investors are seeking meaningful growth in a shifting global economy, SkyKapital has emerged as a trusted bridge between Europe, Africa, and the Middle East, with a special focus on West Africa, a region overlooked yet brimming with potential. From its headquarters in Paris and growing hub in the UAE, following the establishment of an office at Abu Dhabi Global Market (ADGM), the firm is redefining how cross-border capital can be mobilised to drive sustainable development.

Earlier this year, that effort was recognized when the firm received the Lifetime Excellence in Francophone Markets Award, from HM Government. For Karim Noujaim, founding partner of SkyKapital, the award is not just a milestone, it is a reaffirmation of the company’s mission to bridge capital and opportunity through a model rooted in partnership, inclusion, and sustainable growth.

“This recognition reflects years of collaboration and belief in the power of purposeful capital,” Noujaim says. “It proves that when investment is designed for impact, everyone benefits, from investors to local and regional communities.”

A bridge built on partnership and purpose

SkyKapital operates with a simple yet ambitious premise: to connect global capital with high-impact projects that foster sustainable economic growth. Its work focuses primarily on West Africa, a cluster of markets that, despite their vast potential, remain underserved by global investment flows.

“What we do differently,” explains Noujaim, “is that we don’t just facilitate capital movement, we design ecosystems. Our approach is grounded in public-private partnerships, on-ground collaboration, and financial structures tailored to local realities. That’s how you turn opportunity into sustainable growth.”

The company’s work spans key sectors, including large-scale infrastructure, sustainable urban development, consumer markets, banking and insurance, and critical mining. Its core expertise lies in transaction and financing structuring, including for sovereign, and cross-border M&A. Thanks to the firm’s trusted relationships at the highest institutional levels, its insights often inform national investment priorities and help shape the financial frameworks that drive long-term development.

The francophone frontier: Opportunity beyond the obvious

The Francophone markets of Africa represent one of the most dynamic investment frontiers in the world; collectively, they are home to over 400 million people, abundant natural resources, and a rapidly expanding middle class. Yet they remain underexplored by mainstream investors, often due to perceived risks, regulatory complexity, or linguistic barriers.

SkyKapital has made it its mission to change that narrative. By leveraging its structuring expertise, institutional relationships, and deep market understanding, the firm helps investors navigate these challenges and uncover opportunities aligned with sustainable development goals. Today SkyKapital is involved in a number of transformative transactions to create sizeable opportunities in the region for international investors.

“Francophone Africa isn’t a risk story, it’s a growth story,” says Noujaim. “These are markets with strong fundamentals, young populations, and increasing openness to innovation. The key is understanding how to engage with them respectfully and strategically.”

Connecting continents: The UAE’s emerging role

From its new office in Abu Dhabi, SkyKapital is also advancing the country’s broader ambition to position itself as a global investment bridge between capital and high-growth regions. As the UAE continues to attract institutional investors and sovereign wealth funds seeking diversification, firms like SkyKapital serve as conduits to emerging markets, translating capital into impact.

“The UAE is uniquely positioned to lead the next chapter of South–South investment,” Noujaim notes. “It combines global connectivity with regional credibility. Investors here understand that sustainable growth doesn’t come from isolation, but from collaboration.”

As regional investors increasingly look South for growth and diversification, SkyKapital’s model of connecting capital from the region to high impact opportunities in Africa is gaining traction. On the other hand, large investors are also increasingly investing in the UAE.

This alignment with the UAE’s economic vision is no coincidence. SkyKapital’s model mirrors the country’s strategy of leveraging innovation, financial openness, and international partnerships to shape a more interconnected global economy.

The SkyKapital method: Innovation meets inclusion

What sets SkyKapital apart is its ability to de-risk complex markets through collaboration. The firm’s strength lies in its ability to bring together multiple stakeholders and design frameworks that ensure financial viability and social inclusion.

“We see ourselves as facilitators,” says Noujaim. “Our job is to make sure every party, from investors to policymakers, finds alignment in purpose and performance. That’s where true impact happens.”

This hybrid investment approach has earned SkyKapital recognition not only for its outcomes but for its methodology. The firm’s projects are often cited as case studies in sustainable urbanisation and cross-border cooperation, setting benchmarks for how capital can be deployed responsibly in developing economies.

A forward vision for emerging markets

Looking ahead, SkyKapital aims to consolidate its presence across key growth corridors, particularly where digital transformation, infrastructure, and sustainable finance intersect. The firm sees Africa not as a frontier to be conquered, but as a partner in shaping the global economy of the future.

As the 2025 edition of Abu Dhabi Financial Week approaches, where Noujaim will again join global leaders to discuss cross-border investment, SkyKapital’s story serves as a case study in how ambition, innovation, and collaboration can turn emerging markets into engines of shared prosperity, and reminds us that the most transformative investments are not those that follow the trend, but those that build the bridge.

MakeMyTrip, the UAE’s online travel platform, has launched a new initiative designed to make year-end travel planning easier and more rewarding for residents across the Emirates. The company has unveiled the ‘Big Deal Sale’, a comprehensive campaign that brings together top airlines, hotel brands, banking partners, and consumer brands to deliver exceptional value on flights and hotel stays both within the UAE and abroad.

GE Aerospace’s aviation journey began in 1917, when General Electric first started developing aircraft turbochargers during World War I.

In 1941, it built the first US jet engine, the I-A, which powered the Bell XP-59A, America’s first jet aircraft.

From the 1950s through the 1990s, GE became a global leader in commercial and military jet engines, powering aircraft such as the Boeing 747 and F-16 fighter jets. In the 2000s, it expanded into digital aviation and services, becoming the world’s leading provider of commercial jet engines, powering aircraft such as the Boeing 777 and 787 Dreamliner.

Today, the company’s scale is vast.

“In 2024, 3.4 billion people flew with our engines under wing. Three out of four commercial flights globally are powered by GE Aerospace and our partners: that’s the scale of our immersion with the industry,” Aziz Koleilat, President and CEO of GE Aerospace for the Middle East, Pakistan, Türkiye and CIS, told Gulf Business.

Sharpened focus after the spin-off

The company’s separation from General Electric in 2024 marked a turning point.

Many in the industry were watching closely to see how the new, standalone GE Aerospace would perform: and the shift has been particularly significant in the Middle East, a region experiencing some of the fastest aviation growth in the world.

According to IATA’s June 2025 Global Outlook, total Revenue Passenger Kilometres (RPKs) — the standard measure of airline passenger traffic — in the Middle East is expected to grow by 6.4 per cent year-on-year, outpacing the global average of 5.4 per cent and placing the region among the world’s top two fastest-growing aviation markets, just behind Asia-Pacific.

For Koleilat, the separation has brought clarity and focus amid this backdrop.

“By launching as an independent entity, we became very focused on our own mission,” he told Gulf Business.

“Our purpose is simple: we invent the future of flight, lift people up, and bring them home safely. Now all our efforts and power as an organisation are focused on that mission.”

That clarity is driving a more targeted regional strategy. Over the past 18 months, GE Aerospace has expanded its footprint, strengthened customer engagement, and begun building the infrastructure to support future growth.

“The past year has really been about growing our presence and focusing on the customer,” Koleilat explained.

Read: GE Aerospace’s Aziz Koleilat on the forces powering the Middle East’s aviation boom

From $10m investments to dust-ready design

A core part of that strategy is GE Aerospace’s $10m investment in expanding its MRO (maintenance, repair and overhaul) facilities in Dubai and Doha.

But the company’s commitment to the region began long before this, with the launch of the Middle East Technology Centre (MTC) in 2014. This facility was created to study the Gulf’s extreme operating conditions.

“The Middle East has the largest wide-body fleet in the world and a unique hub-and-spoke model around cities like Dubai, Doha and Istanbul,” said Koleilat.

“We created MTC to study the hot and harsh environment — the sand, dust, and temperature — and build the capabilities to support airlines here.”

That early work has paid off.

GE Aerospace now operates on-wing support facilities in Qatar and the UAE and continues to scale its capacity and training to support next-generation fleets, including the GE9X. Airlines in Middle East hold the company’s largest orders for this new engine.

“We’re aligning our resources and capabilities to support fleet expansion ahead of time,” Koleilat said.

“It’s about new capacity, new training, and delivering support when and where customers need it.”

Designing engines that will operate efficiently in the Middle East is unlike anywhere else. GE Aerospace has spent years analysing the chemical composition of dust from across the region, revealing significant differences between, for example, Dubai, Doha and Riyadh. This research directly influences engine design and maintenance strategies.

“We’ve built models to understand how these conditions affect engine performance,” said Koleilat.

“That led to innovations like our proprietary engine foam wash: essentially bespoke cleaning solutions that remove dust more effectively and extend engine time on wing.”

Those insights shape new products too.

“When we designed the GE9X, all of that information influenced the materials and the design,” he explained. “We combine global technology with local knowledge to create the most effective solutions.”

“Adapting to the local market means adapting to customer needs,” he added.

“If you built a car without air conditioning here, you’d have a problem. It’s the same with engines: you have to design something that can operate in this environment.”

Digital twins and AI transform maintenance

Cutting-edge engineering is only part of the story. Advanced data tools sit at the heart of GE Aerospace’s support model.

Its Analytics-Based Maintenance (ABM) platform uses digital twins — virtual replicas of individual engines — to predict maintenance needs and extend their operational life.

“Each engine has a digital model,” Koleilat explained. “We forecast performance, project how long it will fly, and work with airlines to predict when maintenance is truly needed. It’s like a car: you might be told to service it after 10,000 kilometres, but depending on how you drive, that could be 5,000 or 15,000.”

Emirates was the first airline to use ABM, and today every airline operating the GE90 on Boeing 777s in the region relies on the technology.

AI takes this predictive approach even further. “We’ve used AI to simulate field performance, predict part needs, and more accurately forecast work scopes,” he said. “It also guides technicians to the right areas based on the engine’s history.”

But Koleilat stressed that technology is always combined with physical testing to ensure safety and compliance.

“AI is like steroids,” he says. “It gives us speed and more options, but everything still needs to be validated.”

Meeting the fleet boom — while balancing sustainability

With Middle Eastern airlines entering a period of rapid fleet expansion, GE Aerospace is scaling its workforce and capabilities to match.

The company plans to increase its headcount in its regional on-wing support centres by 30 per cent.

“We also start planning with customers up to two years before a new fleet enters service,” Koleilat said.

“With Riyadh Air, for example, we’ve been preparing for their entry into service well ahead of time.”

Partnerships with airlines and maintenance organisations are central to this approach. GE Aerospace works closely with Emirates Engineering Maintenance Centre and Saudia Technic to expand their maintenance capabilities and develop local expertise.

The company has also trained 4,000 students from 50 airlines over the past decade through training programmes, apprenticeships and internships.

“We see this as a partnership — we’re in it together,” Koleilat said. “If you reduce engine removal time by 50 per cent, that means aircraft spend less time on the ground. These are the kinds of efficiency gains we deliver with our customers.”

Scale and efficiency are crucial to GE Aerospace’s future, but so is sustainability.

In 2021, IATA adopted a global commitment to reach net-zero CO₂ emissions by 2050.

Achieving that is one of the industry’s defining challenges. GE Aerospace is tackling it with a three-phase strategy: now, near and next.

• Now: GE Aerospace’s newest commercial engines are 10–15 per cent more fuel-efficient than their predecessors. Digital solutions such as Fuel Insight also help airlines measure and optimise fuel consumption, improving efficiency across fleets. With 3.4 billion passengers flying on GE Aerospace and partner-powered engines in 2024 — about three out of every four flights worldwide — even a 1 per cent fuel saving has a massive impact.

• Near: GE Aerospace is actively involved in assessing and qualifying Sustainable Aviation Fuel (SAF). All of the company’s engines can operate on approved SAF blends today and the team also supports industry initiatives for the approval and adoption of 100 per cent unblended SAF.

• Next: GE Aerospace is advancing a suite of technologies for the future of flight. This includes the CFM International RISE demonstration production that is developing Open Fan, compact core, hybrid electric and other technologies for at least 20 per cent better fuel burn than current commercial engines. These technologies are also being designed to meet customer expectations for durability. “We’ve completed more than 350 tests so far,” Koleilat says. “These technologies could be available by the second half of the 2030s.”

The next decade

GE Aerospace’s future in the Middle East is inextricably tied to the region’s ambitions. With massive investments in infrastructure, workforce development, and next-generation technology, the company is ready to help shape the next chapter of aviation in the GCC.

“Aviation has a higher economic impact here than almost anywhere else,” Koleilat says. “It’s the backbone of connectivity, tourism, business, and mega-projects. This region is becoming a real centre of gravity for the global aviation industry: people are coming here, business is growing, and aviation sits at the heart of that momentum.”

In a recent interview with Gulf Business, the PIF’s head of aviation, Muhammad Ovais Yousuf, said the aviation sector is critical to Saudi Arabia’s economic growth as it is highly accretive and delivers a GDP multiplier effect of up to fourfold.

From Vision 2030 in Saudi Arabia to global events like F1, Expos, and World Cups, aviation underpins every pillar of growth. Airlines plan to grow their fleets by more than 5 per cent annually, while governments aim to develop their own MRO capabilities and in-house technical expertise.

“Our role is to be the partner that helps them achieve that,” Koleilat says. “We want to grow with them: closer partnerships, more capability, and deeper collaboration.”

“The potential here is mind-blowing,” he adds. “The partnerships we’re building, the technology we’re bringing, the talent we’re developing: it’s all coming together. And this is just the beginning.”