As global travel accelerates in step with economic recovery and growing geopolitical complexity, the conversation around risk is evolving rapidly. In 2026, corporate travel risk management will no longer be viewed as a peripheral function. It will become a defining element of organisational resilience, operational continuity, and reputational stewardship.

This transition is neither abstract nor theoretical. It is already unfolding in tangible ways that are impacting companies, travellers, and operations around the world. In recent days, southern Thailand has faced the most severe flooding in its recorded history. At least 33 lives have been lost. The business hub of Hat Yai, located near the Malaysian border, received more than 335 millimetres of rain in a single day, the highest rainfall in over 300 years. The government deployed naval vessels and helicopters to respond across ten affected provinces. These events are tragic, but they are also a reflection of what now constitutes normal operating conditions for companies with international footprints.

In the Middle East and North Africa region, the outlook for corporate travel is striking. In 2025, travel is projected to grow by 6.1 per cent, with the market forecast to reach over $270bn by 2030. Saudi Arabia remains the most visited destination, with Q3 2025 showing a noticeable rise in business travel despite broader volatility. This momentum reflects regional connectivity, infrastructure investment, and rising commercial opportunities. It also brings a sharpened sense of urgency around preparedness and risk mitigation.

For too long, travel risk management has been seen through a narrow lens. It has been treated as an operational necessity, often managed through booking policies and insurance coverage. That limited view is no longer sustainable. The risk landscape has grown more complex, with disruptions stemming from environmental events, political instability, cybersecurity incidents, misinformation, and more. The traditional model of reacting to crises after they occur is not only outdated, it is dangerous.

Travel resilience

The organisations that succeed in this new landscape will be those that embed travel resilience into their strategy. This means elevating travel risk from a back-office concern to a leadership priority. It means developing comprehensive duty-of-care policies that anticipate rather than react. Most importantly, it means investing in people, ensuring that employees are trained, informed, and empowered to navigate uncertainty with clarity and confidence.

Effective training goes well beyond compliance. It involves equipping individuals with the skills to interpret unfamiliar environments, respond to rapidly evolving threats, and make critical decisions under pressure. Training should cover not only personal safety or hostile environment awareness, but also situational judgement, cultural sensitivity, and effective communication during disruption. These capabilities are essential, not optional, for today’s mobile workforce.

In parallel, organisations must consider how information is gathered and delivered. The issue is no longer access. It is credibility as misinformation spreads quickly. Outdated or politically skewed travel guidance can easily mislead decision-makers and travellers alike. Curated, intelligence-led risk advisory services are essential to help filter the noise and provide accurate, timely insights that support better decisions. These insights are particularly vital in fast-moving scenarios where delays in understanding the threat can escalate operational and reputational risk.

Resilience is also about connectivity. When disruptions occur, travellers should never be isolated. Companies must build communication frameworks that link employees on the ground with decision-makers and support teams in real time. These systems should be tested, embedded, and understood long before they are needed. Crisis response must not be improvised.

In 2026, we are entering a phase where the organisations that thrive will not necessarily be those with the most complex systems or the largest budgets. They will be those who approach risk with discipline, invest in the competence of their people, and prepare proactively for an increasingly unpredictable global environment.

Corporate travel

Corporate travel is no longer a routine activity. It is a potential point of vulnerability, but also an opportunity to lead with foresight and responsibility. Risk is not disappearing; on the contrary, it is multiplying. The question is whether organisations will treat it as a cost to be contained or a capability to be strengthened.

In 2026, travel risk management will be a defining test of an organisation’s maturity. It will reveal whether companies are truly prepared to safeguard their people, protect their operations, and sustain trust in a world where certainty is no longer guaranteed.

The organisations best equipped to navigate the year ahead will not be defined solely by their ability to respond effectively under pressure, but by the foresight and preparation they invest long before disruption occurs.

The writer is the CEO at Neptune P2P Group.

From discreet dealmaking spaces to ESG-driven operations and bleisure-friendly suites, Four Seasons Abu Dhabi is redefining how global leaders work, connect, and experience the capital, says GM Bob Suri

Four Seasons Abu Dhabi sits at the heart of Al Maryah Island, adjacent to Abu Dhabi Global Market (ADGM) and the city’s major financial institutions. How do you see the hotel’s role within this ecosystem of banks, sovereign funds, fintechs, and global investors?

At Four Seasons Abu Dhabi, our strategic location on Al Maryah Island positions us at the very heart of the city’s financial ecosystem, adjacent to ADGM and key institutions. This allows us to play an active role in supporting the business community, whether through hosting high-level meetings, networking sessions, or providing spaces where important discussions can take place. For example, our restaurants, such as Butcher & Still and Cafe Milano, as well as the Al Meylas Lounge, have become well-recognised hubs for business gatherings. Each year, we strengthen this role through partnerships such as Abu Dhabi Finance Week, and this December, we are proud to cater during the event, further embedding ourselves as a preferred destination for executives and investors. The combination of location, bespoke service, and thoughtfully designed spaces enables Four Seasons Hotel Abu Dhabi to be both a business facilitator and a hospitality destination, offering an experience that seamlessly blends work and lifestyle.

Read more-Abu Dhabi launches FIDA cluster to drive next-generation finance push

You’ve spent more than three decades in international hospitality, including senior roles in Dubai and Baku before moving to Abu Dhabi. How does your global experience shape the way you support the financial community here on Al Maryah Island?

With over three decades in international hospitality, spanning roles in three continents, I have gained a deep understanding of how business leaders operate and what they value when traveling for work. Each market has its own nuances. Dubai taught me the importance of seamless luxury service in a fast-paced financial hub, while Baku reinforced the value of building strong relationships through hospitality and attention to detail. Applying these lessons in Abu Dhabi allows Four Seasons to anticipate and tailor experiences for the unique needs of the financial community on Al Maryah Island. Our guests are highly discerning finance professionals who seek privacy, efficiency, and spaces that facilitate meaningful discussions. For example, our private dining rooms in Butcher & Still and Cafe Milano are frequently booked by business delegations and executives, providing an ideal environment for focused meetings, deal-making, or networking dinners. Being strategically located adjacent to ADGM, we can attract key executives, delegations, and global investors, and our team works proactively to ensure these guests experience bespoke offerings aligned with Abu Dhabi’s evolving financial ecosystem.

ADGM has seen rapid growth in active companies and assets under management. From your vantage point at the hotel, what shifts are you seeing in the profile and expectations of business and finance guests?

ADGM continues its rapid expansion. What stands out is how executives are increasingly blending longer stays with meaningful in-person engagement; a shift that aligns with broader 2025 travel trends, where business travellers are opting for fewer, but more extended, trips. These longer stays offer the opportunity to build deeper relationships, conduct thorough deal-making, and also take in the local culture. At Four Seasons Abu Dhabi, this manifests in very tangible ways: we see a significant rise in bookings for our private dining rooms and executive suites, as finance delegations increasingly value the combination of discretion, sophistication, and convenience. Meanwhile, the modern business traveller also expects smart, connected spaces; from high-speed seamless connectivity to secure meeting facilities, which is something we deliver very intentionally.

High-level dealmaking increasingly requires spaces that balance privacy, technology, and a hospitality-led atmosphere. How does Four Seasons Abu Dhabi design or curate its meeting rooms and executive spaces to support discreet negotiations and investor gatherings, especially during events like Abu Dhabi Finance Week?

High-level dealmaking requires spaces that seamlessly combine privacy, technology, and a hospitality-led atmosphere, and that is precisely how we approach our meeting and executive spaces at Four Seasons Abu Dhabi. Our property offers a range of venues designed to accommodate every scale and need, from our intimate private dining rooms and boardrooms, which are frequently used by finance delegations for confidential meetings and negotiations, to larger waterfront ballrooms ideal for summits and investor gatherings. Each space is equipped with state-of-the-art technology, including advanced AV systems and secure communication capabilities, ensuring that every meeting runs smoothly and discreetly. During key events such as Abu Dhabi Finance Week, we scale our services to match the intensity and importance of the moment. This includes dedicated concierge teams, bespoke catering, and seamless logistics, allowing executives to focus on their meetings.

Sustainability is now a central priority for many global corporates and investors. How is Four Seasons Abu Dhabi incorporating ESG principles into its operations, and how important is this to your business guests?

Sustainability and ESG are central to how I approach operations at Four Seasons Abu Dhabi, not just as corporate priorities, but as a personal commitment to the community and environment in which we operate. Over my career, I’ve learned that luxury hospitality and environmental responsibility can coexist and here, we strive to embed both into every aspect of the guest experience.

At our property, we’ve implemented concrete initiatives that reflect this philosophy. For example, our partnership with BE WTR allows us to eliminate single-use plastic bottles by providing purified water in elegant reusable glass bottles, which significantly reduces waste while enhancing the guest experience.

Our hotel’s mashrabiya-inspired façade helps reduce solar heat gain and supports natural ventilation, cutting energy consumption. We also operate water-efficient landscaping and conserve energy through smart room systems, and our food and beverage outlets prioritise locally-sourced ingredients, and zero-waste approaches wherever possible.

From a guest perspective, these efforts resonate strongly with the modern business traveller. Many of our finance and corporate clients actively consider ESG practices when selecting partners, and seeing our tangible initiatives, whether it’s eco-conscious dining, reduced plastic usage, or local community engagement, strengthens trust and alignment. On a broader level, we also engage in local conservation projects, such as mangrove planting in Al Jubail, and ensuring our impact extends beyond the hotel walls. Four Seasons Hotel Abu Dhabi has just achieved Silver Certification by EarthCheck, a global benchmarking program that helps travel and tourism businesses measure, manage, and and improve their environmental, social, and cultural sustainability performance.

Many executives now blend business and lifestyle, bringing families, extending trips, or using Abu Dhabi as a regional base. How is the hotel evolving its offering to cater to this new way of travelling and working?

Many of today’s executives stay, extend their trip, bring their families, and use Abu Dhabi as a regional base. This ‘bleisure’ (business + leisure) trend is especially pronounced in the UAE, where reports suggest that up to 96 per cent of business travellers combine work and leisure to make the most of their time.

At Four Seasons Abu Dhabi, we’ve seen this manifest directly in how guests choose to stay with us. Executives often book our Executive Suites and Deluxe Executive Suites not just for work, but because these spaces
offer enough room and comfort for families. These suites combine dedicated work areas, and living space, ideal for someone who needs to work by day but also wants a warm, residential experience in the evenings with loved ones.

Our amenities are designed to support this lifestyle blend. Through our Kids For All Seasons programme, for example, children are looked after by trained staff, giving parents time to strike a balance between business and family. Meanwhile, our location on Al Maryah Island, connected to The Galleria shopping mall, makes it easy for guests to enjoy shopping, dining, and cultural experiences during downtime.

As Abu Dhabi’s financial sector continues to scale, what opportunities do you see for Four Seasons Abu Dhabi to deepen its role as a preferred hub for global capital, innovators, and decision-makers?

Looking ahead, Abu Dhabi’s financial sector is entering an exciting phase of growth, with increasing activity in areas such as sovereign capital, fintech, AI, and sustainable finance. From our vantage point at Four Seasons Abu Dhabi, this presents a unique opportunity to further position the hotel as a preferred hub for global capital, innovators, and decision-makers.

We aim to continue building on our existing strengths: our strategic location on Al Maryah Island, adjacent to ADGM; our versatile private dining rooms and executive suites that facilitate high-level meetings; and our hospitality-led approach that blends discretion, comfort, and seamless service. By leveraging these assets, we can host more targeted networking events, investor summits, and bespoke corporate experiences that align with the ambitions of Abu Dhabi’s financial community.

Moreover, we see opportunities to integrate innovation and technology into our offering, from hybrid meeting solutions to enhanced executive services, creating an environment where business and lifestyle naturally converge. As Abu Dhabi continues to attract global talent and investment, Four Seasons Abu Dhabi is uniquely positioned to not only accommodate but actively support these leaders in their work, their decision-making, and their experience of the city.

Artificial intelligence (AI) is no longer a futuristic promise in recruitment. The technology is already embedded in hiring workflows, delivering measurable improvements in speed, efficiency, and decision-making. In fact, 70 per cent of talent acquisition leaders say that using AI in hiring improves efficiency.

But efficiency is only part of the story. As organisations navigate tighter labor markets, evolving skill demands, and heightened candidate expectations, AI is increasingly being positioned not as a replacement for human recruiters, but as a tool that enhances the hiring experience for both employers and talent.

Read more-From Dubai to Riyadh: Could AI be your next workplace colleague?

Tools such as chatbots, intelligent applicant tracking systems (ATS), and AI-powered screening platforms are reshaping how organisations engage with candidates. When deployed effectively, these technologies can paradoxically make the hiring process feel more personal, timely, and human.

“I heard a lot of talk early on about how we can either provide human, high-touch experiences, or we can use technology and AI more. But it’s not binary like that,” says David Ellis, senior vice president, Talent Transformation at Korn Ferry.

Forecasting skills in a rapidly changing workforce

One of the most complex challenges facing employers today is predicting which skills their organisations will need in the future. While AI is not a crystal ball, it can analyse historical hiring data, industry shifts, and business growth patterns to surface insights that would be difficult for humans to identify on their own.

“Skills and hiring needs are evolving so rapidly that no tool has all the answers, and probably never will,” says Tanyth Lloyd, global vice president, Technology & Transformation at Korn Ferry. “But what AI can do is help identify the core skills that will always be relevant, like curiosity, learning agility, and resilience.”

In this way, AI is increasingly being used as a decision-support tool rather than a decision-maker, helping organisations stay ahead of workforce trends while still relying on human judgment for final hiring decisions.

AI and job ad creation gain momentum

One area where AI has delivered immediate and tangible value is job ad creation. AI-powered tools can generate draft job descriptions in seconds, offering recruiters a strong starting point that can be quickly refined.

“You can iterate really quickly instead of having to write and rewrite,” Lloyd says.

Beyond speed, AI-assisted job ad tools are also helping organisations improve inclusivity and clarity. These platforms can scan job descriptions for biased or gendered language and suggest alternatives that are more accessible to a broader and more diverse talent pool.

The move toward skills-based hiring is another AI-driven shift reshaping recruitment strategies. By focusing on core competencies rather than rigid job histories, organisations are widening their candidate pipelines and improving alignment between job postings and actual hiring needs.

The result is a higher volume of relevant applicants from diverse backgrounds, and job ads that more accurately reflect the skills required for success.

From keywords to intelligence: Recruitment evolution in the GCC

Across the UAE and wider GCC, recruitment practices have evolved significantly as organisations transition from traditional keyword-based ATS platforms to AI-driven decision-support tools.

“Yes, it has evolved a lot. However, it’s a bit of a long-term investment,” says Nikhil Nanda, director at Innovations Global. “It is based a lot more on machine learning, so a lot of accuracy depends on the type of AI tool one is using. Keywords was a lot simpler and predictable since it is purely a matching tool.”

Unlike keyword-based systems, AI-powered platforms learn over time, improving accuracy as they process more data. While this requires patience and early investment, organisations that adopt these tools sooner stand to gain long-term advantages.

Early adopters see measurable gains

Technology companies and large conglomerates in the GCC have emerged as early adopters of intelligent ATS platforms. According to Nanda, the benefits of early adoption become increasingly clear over time.

“The benefit is in training your AI early which will result in faster and more accurate results as time goes by,” he says. “This can be measured by judging the time taken to deliver and the total number of interviews required per hiring.”

As AI models mature, recruiters are able to reduce manual screening, accelerate shortlisting, and focus their efforts on higher-value activities such as candidate engagement and final assessment.

Why healthcare, finance, and tech lead the way

Sectors such as healthcare, finance, and technology have been at the forefront of AI-driven recruitment adoption in the GCC. These industries often require highly specialised skill sets, where small technical and behavioral nuances can have a significant impact on performance.

“These industries are slightly more technical and micro components within the candidate experience and personality have much larger effects,” Nanda says. “Keyword search were never enough as a recruiter was always involved in the next step for these industries to find the ideal match.”

AI enables recruiters to assess smaller technical aspects more effectively, reducing the time spent on sourcing and allowing recruiters to focus on evaluating technical depth and cultural alignment. Other industries, Nanda notes, can learn from this approach by adopting AI tools earlier in the hiring process and feeding them richer data to accelerate learning.

Barriers to adoption remain

Despite growing momentum, some organisations across the GCC continue to rely on traditional recruitment models. According to Nanda, this is not necessarily a disadvantage for all employers.

“Traditional recruitment still works fine for companies that don’t require a combination of large volume or highly technical recruiters,” he says.

AI adoption represents a long-term investment, particularly for organizations involved in large-scale hiring or extensive technical training. For smaller employers, the institutional knowledge of experienced recruiters can still deliver strong hiring outcomes.

“The internal company knowledge that their current recruiters already have is invaluable,” Nanda adds.

Human judgment remains central

While AI continues to enhance efficiency and accuracy, industry leaders stress that it cannot replace human judgment, particularly in relationship-driven markets.

“Across the UAE and wider GCC, AI-enhanced ATS platforms have significantly improved hiring efficiency, especially for mid-to-senior-level roles in competitive hubs like Dubai, Riyadh, and Doha,” says Vikas Panchal, general manager MENA, Tally Solutions.

“They enable faster screening, stronger shortlisting accuracy, and a more data-driven approach to matching talent with business needs,” he says. “But while AI can analyse behavioural cues and patterns, assessing soft skills, leadership potential, and cultural fit still requires meaningful human judgement.”

Looking ahead, Panchal expects AI to reshape talent acquisition by enhancing speed, fairness, and predictive insights, while leaving the human element firmly in place. He also emphasises the importance of ethical considerations, including bias mitigation, data privacy, and transparent decision-making, to ensure AI adoption aligns with regional values and regulatory expectations.

Hum(AI)n Assets is emerging at a pivotal moment for the global creative sector, where brands and creators are under pressure to produce high-quality content at unprecedented speed. The UAE-based company, founded by former Everdome CEO Jeremy Lopez, is building what he describes as “a creative engine that removes the friction between imagination and execution.” By merging AI-driven scalability with human-led storytelling, the company is positioning itself as a new kind of creative infrastructure for an industry being reshaped by artificial intelligence.

For Lopez, Hum(AI)n Assets is not just another AI-content shop. It represents a structural rethinking of how creative work gets done. “Traditional studios excel at their craft but often move at a different pace. AI-content studios can generate volume but sometimes lack the refinement that makes content truly work,” he says. “We are building out the middle ground.”

This middle ground is built on a simple premise: AI is a tool, not a replacement. As Lopez puts it, “We know when to use AI, and when to go old school.” That pragmatism underpins Hum(AI)n Assets’ value proposition to brands and creators who increasingly need speed without compromising substance.

From the metaverse to real-world utility

Lopez’s move from leading a metaverse venture to building an AI-driven creative infrastructure might seem like a pivot, but he sees it as an evolution shaped by hard-won experience. At Everdome, the team created “hyper-realistic virtual worlds that were technically brilliant and visually stunning,” yet the market wasn’t ready for mass adoption.

The takeaway, he says, was clear: futuristic bets need present-day utility. “The lesson wasn’t ‘don’t be ambitious.’ It was: plan and future proof for coming tech adoption, but be sure to build on today’s technology for today’s needs.” Unlike most agencies experimenting with AI plugins or bolt-on tools, Hum(AI)n Assets is re-engineering the workflow itself. That means understanding precisely where AI accelerates value and where human judgment determines quality.

AI contributes in three areas: speed, variation and raw material generation. But humans, Lopez stresses, lead on the parts that shape outcomes. “AI can’t tell you which shot captures the energy of an event. It can’t write copy that understands cultural nuance.”

Solving the real gap in the market: execution

As organisations race to adopt AI, many assume the technology itself is the solution. Lopez argues the opposite. “The gap in the market is execution, not technology,” he says. Most agencies still operate in legacy production cycles built for pre-AI workflows, which creates cost and speed inefficiencies that brands can no longer afford.

Hum(AI)n Assets’ approach is built around an end-to-end system that feeds AI “exactly what it needs to function—the right inputs, the right context, the right constraints.” This foundation is being shaped by a continuously learning infrastructure: every brief, edit and decision is fed into the company’s internal Agentic Asset Prediction Model, or AAPM.

Described by Lopez as “the beating heart of our platform,” the AAPM assigns tasks, manages velocity and optimises workflows as the system grows. Rather than promising fully autonomous production, Hum(AI)n Assets is building a model that evolves with human use—a future-proof asset for creators, enterprises and investors.

Lopez’s Web3 background also informs a distinct approach to community and payments. While Hum(AI)n Assets is not a Web3-native company, it has a dedicated sub-brand, Hum(AI)n Web3, built to serve blockchain projects and introduce optional token-based incentives.

He emphasises that participation is optional: “You don’t need to engage with Web3 or tokens to work with us.” Instead, blockchain offers speed, transparency and community engagement where relevant. “Token holders become advocates, testers, and community builders because they have a vested interest in the platform’s success.”

UAE as the launchpad

The company’s decision to base operations in the UAE is strategic. Lopez notes that the country’s regulatory clarity and government-backed AI agenda create a rare innovation environment. “The UAE is taking huge steps to become the Silicon Valley of AI,” he says. That translates into early-adopter clients, faster regulatory approvals, and a talent ecosystem comfortable experimenting with emerging technologies.

Hum(AI)n Assets challenges the idea that human involvement must reduce speed. Lopez believes speed comes from intelligent workflow design, not automation alone. “We don’t have humans reviewing every AI output just to check a box,” he says. Instead, they focus on the decision points that matter: brand alignment, emotional impact, strategic direction.

This is not “human-in-the-loop” as a slogan but as a genuine design philosophy. “The speed comes from removing unnecessary steps, not from removing human judgment,” he says.

The next two years: creative infrastructure at scale

Lopez envisions Hum(AI)n Assets becoming the default creative infrastructure for companies that need to move fast. That includes brands, agencies and emerging tech firms who want to integrate AI efficiently rather than reactively.

Looking at the industry broadly, he predicts a three-tier structure: premium human-only studios, AI-only volume producers, and hybrid systems like Hum(AI)n Assets that combine “speed and soul.”

His ultimate take is clear: “The future isn’t human vs. AI. It’s about humans with AI competing against humans without AI. And I know which side I’d bet on.”

Few topics have been as pervasive, or as polarising, as AI. Today, AI-related companies make up 40 per cent of the S&P 500.

As capital floods in and valuations climb, investors are torn between excitement and caution: Is this the beginning of lasting change, or a bubble in the making? It’s a fair concern and a risk we’re monitoring closely. For now, though, we do not see clear signs of a bubble. AI is not just lifting stock prices, it’s becoming a key engine of the US economy and a foundational driver of long-term productivity. To put it in perspective, AI-related investment has contributed more to US real economic growth than consumer spending in 2025.

Combined with strong earnings and solid forward-looking expectations for companies across the AI value chain, the current boom appears to be driven by genuine enthusiasm, not unchecked exuberance.

Tracking AI metrics

Of course, vigilance is warranted. How will we know if the boom is about to become a bust? We’re tracking several key metrics:

• AI adoption: There’s still plenty of room for growth. US adoption is up 60 per cent over the past year, but fewer than 10% of U.S. companies are actively using AI in production. The AI adoption cycle is just getting underway, and we anticipate the greatest productivity gains will materialise as AI moves beyond early adopters.
• Power and performance: The computing power needed to train cutting-edge AI models is rising exponentially, with performance gains accelerating on both sides of the Pacific. If future breakthroughs demand less power, it could disrupt market leaders who have invested heavily in infrastructure. Still, we believe that broader participation and improved efficiency will ultimately fuel wider adoption and drive long-term productivity.
• Capital runway: It’s reassuring that major hyperscalers have more profits than debt, and most hold surplus cash, but we will be watching for signs that credit is building. Broadly, capex also remains low compared to past overbuilding cycles (such as telecom before the dotcom crash or energy during the shale boom), and power and infrastructure constraints act as a natural check on spending — while also creating opportunities for the “picks and shovels” of the AI supply chain.
• Valuations & sentiment: Over the past three years, publicly traded AI stocks have actually seen their valuations (measured by forward P/E multiples) decline, while earnings per share estimates have more than doubled. That said, recent IPO performance suggests some signs of froth may be building, but we’re not seeing levels that warrant real concern yet.

While the rapid pace of spending may moderate from here, and pockets of exuberance may form, we don’t think the focus on AI is a fleeting trend. For instance, J.P. Morgan Asset Management’s 2026 Long-Term Capital Market Assumptions postulated that technology adoption, especially AI, is helping governments and corporations alike offset demographic headwinds and labour constraints. In other cases, AI is increasingly becoming a matter of national security. Altogether, we anticipate that the benefits will accrue beyond tech and broaden across the economy.

Where should investors find value? So far, public investors have mostly benefited from the infrastructure boom — semiconductors and cloud leaders have led the charge. However, the next wave of value creation may be with application and platform companies, many of which could remain private for years.

With firms staying private longer, investors should pay attention: the most significant AI breakthroughs are likely still on the horizon. Today, the median tech IPO happens when a company is 14 years old and pulling in $220m in revenue. Back in the 1990s, the average tech firm went public at just eight years old, with revenues of $44m in today’s terms.

As new opportunities come to the fore, they will likely require strategic capital to support long R&D cycles and scale adoption, making private market investors a natural stage for this stage of growth.

Strong momentum

To us, the momentum behind AI looks both strong and well-supported. While history shows markets can sometimes run ahead of technological progress, and this cycle could eventually be no exception, we don’t see bubble trouble for now. Provided that profitability and efficiency remain intact, the AI boom is shaping up to be a lasting engine of growth rather than a transient bubble.

As AI platforms and applications evolve, we see compelling opportunities emerging across the AI value chain, across sectors, and in both private and public markets.

The writer is a global investment strategist for J.P. Morgan Private Bank.

Read: UAE AI market to reach Dh170bn by 2030; MENA sector surges to Dh610bn