And news organizations are taking note. My own company CNN is catering for the changing consumer needs in this region by publishing a dedicated Meanwhile in the Middle East newsletter, making our content available on FAST platforms, and focusing heavily on mobile with more content and different formats, all alongside our existing linear and digital offerings in both English and Arabic.  However, regardless of platforms, wherever people – both in the Middle East and across the world – are getting their news, they are seeking diverse news, opinion, information and storytelling that’s in-step with their interests, passions and daily habits. 

 There is near universal acceptance in the industry that in an era rife with news avoidance, misinformation and competition for attention, news organizations must work even harder to earn and keep audiences’ trust and loyalty. Adhering to essential journalistic principles, producing a high quality of output and delivering distinctive, impactful journalism are all key facets to building and keeping an audience. However, an increasing factor in fostering audience loyalty, trust and engagement is the adoption of direct-to-consumer strategies.  

 Too often, going direct-to-consumer is framed purely in monetary terms with streaming and paywalls seen as the answer to offset declines in traditional sources of revenue, but the changing economics of news is only part of the equation. Going direct-to-consumer offers much more beyond building a complementary business model.  It can also help news organizations win in a highly fragmented news environment, by incentivizing them to foster deeper connections with an engaged audience that is *opting in* to their product through creating a news experience that meets its audiences’ needs.   

In my experience, implementing a direct-to-consumer strategy means recognizing a symbiotic relationship between the consumer and the publisher.  Media organizations need engaged audiences in order to fuel a direct-to-consumer business, and a direct-to-consumer business model also creates the incentive to generate better experiences for consumers that command more engagement and loyalty. I saw this at my previous career stops, most recently at the New York Times. Now, at CNN, we are focused on creating direct, paying relationships with our audience by giving them products and content that our audience loves to drive regular engagement, tap into people’s daily interests and are worth paying for. 

We already have newsletters and podcasts that people subscribe to, and last October we debuted an audience-focused subscription offering on CNN.com where subscribers in the US have unlimited access to all our journalism plus exclusive features. Building on this work, we announced earlier this year that a new CNN streaming product will launch this Fall including live channels, catch-up features and video on demand. It will be available, first in the US, later internationally, across the mobile app, CTV apps and at CNN.com. We also announced plans to launch CNN Weather as our first standalone digital lifestyle product.  

This strategy is built on deeply understanding and meeting the needs and expectations of the audience. With a focus on testing and learning, we use first-party data and real-time insight to directly respond to their behavior and build experiences that meet their needs. Key to rolling out more standalone products will be an ability and mindset to take from previous learnings to bring improvements across a full suite of products and services. For instance, we learnt from the launch of our CNN.com subscription offering that users expect more premium content that is unique and differentiated and serves a specific need.  This is now being factored into our plans to launch future digital experiences. 

As well as understanding the symbiotic relationship between publisher and audience, news organizations also need to consider another key group when implementing a direct-to-consumer strategy. The increased consumer engagement and loyalty from publishers having a direct relationship with the audience can benefit commercial partners such as advertisers who have greater opportunity to reach more engaged audiences with advanced targeting capabilities and relevancy. Going direct-to-consumer doesn’t happen at the detriment to the advertising offering if products are built in a way that integrates advertising in a smart way that is additive to the overall user experience.  

The biggest challenge, in my experience, is culture.  Moving from a primarily ad-driven business to a direct-to-consumer business, requires new skillsets across the organization. Whilst news organizations have innovated in many areas such as use of technology and developing new formats, we are also inherently risk-adverse in other aspects because journalists must be so diligent and careful when it comes to output. Therefore “test and learn” and “safe to fail” are not common terms in the news lexicon. This is completely correct when it comes to producing news reporting, but they are essential for the development of new products and services, and ultimately, building and engaging your audience for years to come.  

This paper introduces a term that I believe better defines what social media has become. Scroll Media. Because today’s platforms are not built for dialogue or community. They are built for velocity, for volume, for uninterrupted motion. The feed never ends. The posts are rarely personal. And the user, more often than not, is silent. You do not log on to talk. You log on to consume.

The numbers prove it. Most users do not post. They do not comment. They barely like anything. But they scroll for hours. The architecture of the platforms rewards it. TikTok, Instagram Reels, YouTube Shorts, Facebook, Snap, even LinkedIn now: they all function as infinite loops. The algorithm does not wait for you to choose. It delivers. It adjusts. It learns. And it keeps feeding you more. What you see is not a result of your social network. It is a result of your behavioral data. The machine does not care who you follow. It cares how long your thumb pauses.

This is not a minor evolution. It is a full behavioral shift. Yet we continue to market, measure, and strategize as if we are still operating in the same world we knew ten years ago. Brands still talk about engagement. Creators still chase followers. Campaigns are still judged by likes, comments, and shares. But that is not how attention works anymore. What matters now is scroll-through rate. How fast the feed moves. How long you hold someone for. Whether your content breaks the loop long enough to be noticed.

This shift is not just technical. It is psychological. The scroll works because it rewards your brain with constant novelty. One more post. One more video. One more surprise. You do not know what is coming next, and that is exactly why you keep going. It is the same mechanism that makes slot machines addictive. We are not participating. We are reacting.

That reaction economy has completely changed the way advertising works too. In the old model, you created content for your community. You built up to a message. You invited interaction. But in Scroll Media, you have a fraction of a second to land. No one is waiting for your big reveal. No one is listening with sound on. No one is loyal to your brand unless you earn it with immediacy. The creative has to hit before the skip. And the metrics need to reflect that urgency. It is not about clicks or comments anymore. It is about pause duration, first-frame hold, and scroll-based conversions.

If this sounds harsh, it is because the landscape is. There is no room for nostalgia. There is only a choice. Adapt or stay irrelevant. The platforms have changed. The behavior has changed. The rules have changed. All that is left is for the language to catch up. That is why I believe we need to stop calling it social media. It sends the wrong signal. It implies interaction where there is none. It misleads marketers. It misinforms creators. And it holds back any honest attempt at designing for the reality of now.

Scroll Media is not just a name. It is a wake-up call. It is a reframe that forces us to look at digital platforms for what they are: systems of infinite passive engagement, powered by algorithms and measured in milliseconds of attention. The sooner we understand that, the sooner we can begin to build content, campaigns, and tools that actually work in this environment.

This is not a pessimistic view. It is a clear one. There is still space for creativity, for influence, for meaningful media. But only if we respect the shift. Only if we stop pretending that people come online to talk to each other. They do not. They come to scroll.

And if we want to matter in that scroll, we have to build for it.

The above is condensed version from a full white paper which can be found here.

But is simplicity all we are looking for when it comes to AI tools? AI is continuing to advance at a rapid pace and we should therefore be thinking the sky is the limit for the capabilities in which AI can support the Real Estate industry. We should be looking to dig deeper, push further and reach higher, allowing AI to take on the heavy lifting to allow agents to do their jobs more effectively, and of course, most importantly, make those sales!

Of course, human interaction remains essential. While many of us enjoy the ease of self-service and automation, real estate—at its core—is a people-first business. The emotional and financial weight of buying or selling property still demands a human touch. However, AI can act as the all-knowing assistant, empowering agents with the tools and time they need to perform more efficiently and effectively. The MENA region, especially the UAE, is stepping up as a leader in this space. Organisations like Dubai Land Department are collaborating with PropTech innovators such as Property Finder, Coralytics AI, and Bayut to boost transparency, build trust, and accelerate AI adoption in property transactions.

From agencies and developers to designers and regulators, AI-driven innovation is streamlining operations across the real estate ecosystem. These smart tools are not only improving efficiency, they are enhancing listing quality, reducing operational drag, and boosting ROI. As the saying goes, time is money and too many agents are bogged down by admin that AI can easily handle. To tackle these challenges, AI tools are being implemented to empower real estate professionals and platforms to streamline operations, elevate property presentations, and foster trust in the real estate industry. This means the development of features that support in automating up to 100 percent of content moderation, ensuring that online marketplaces maintain high-quality, authentic listings, thereby enhancing buyer confidence. It also means the opportunity to streamline operations by automating the listing creation process, allowing real estate agents and agencies to save up to 90 percent of the admin time typically required, which in turn enables them to focus on client engagement and closing deals.

Through innovative Real Estate AI-powered marketing platforms, such as Coralytics AI, users can enhance property visuals with cutting-edge generative AI, elevating the presentation of real estate listings. Empty spaces can be transformed into beautifully staged homes to help buyers envision their future living spaces as well as provide interactive, detailed floor plans to showcase the layout and flow of properties along with high-quality property tours and promotional videos that captivate potential buyers.
For ROI maximization, comprehensive tools offer real estate professionals and platforms data-driven insights to maximize the return on their marketing investment and stay ahead of market trends.

Innovators in the MENA Real Estate industry are truly pushing the boundaries of what’s possible in real estate technology. As they continue to grow, it is certain that industry specific AI platforms will soon be the go-to solution for real estate professionals and stakeholders seeking to revolutionise their marketing strategies and operational efficiency.

Until now, investing in Dubai’s booming property market meant large upfront capital, complex paperwork and often being physically present. Deed removes all of that and with just a few clicks, users can register, verify their identity and start investing in handpicked, professionally managed properties, all within minutes.

Once you have invested, you can now receive monthly rental income from your share and benefit from the appreciation once the property is sold where any capital gains will be distributed amongst the investors. From browsing properties to making your investment, the process is 100% digital and can be done from anywhere in the world.

Whether you’re investing AED 500 or AED 50,000, Deed offers access to one of the world’s most dynamic real estate markets without borders, stress, or large capital requirements. Thousands of users joined Deed’s waitlist during its soft launch, reflecting the growing demand for modern, accessible wealth-building tools. Now, with the public launch, anyone can get started.

Real estate has long been a cornerstone of wealth-building, especially in a prime and surging market such as Dubai, but for many it has felt out of reach. Deed changes that by combining smart technology, professional property management, and robust financial regulation to offer a truly accessible alternative allowing anyone to invest in one of the world’s most appealing and continuously thriving markets.

But this year, that lull never arrived.

As a content creator, comedian and actor who was born and raised in the UAE, I’ve seen firsthand that the supposed “quiet months” are no longer a thing, especially in our industry. Brands are staying active, campaigns are running through the summer and most crucially, conversations about Q4 are already in full swing.

The days of logging off between June and September are over. If you want to be in the room for those big end-of-year projects, you need to be visible and engaged. If you can’t do it yourself, ensuring you have strong representation who will remain consistently responsive, like my incredible agency, Reach, is vital too.

This shift isn’t just about social media staying busy, it’s a reflection of how much Dubai itself has changed. The city doesn’t hibernate for the summer anymore, it’s alive, attracting audiences both locally and globally and that means the content can’t stop. Our followers don’t go quiet, so neither can we.

In 2023, a YouGov report revealed that 71 percent of residents in the UAE and KSA planned to stay in their home countries over the summer, a notable shift driven by the growing variety of leisure and entertainment options now available. This marks a clear sign that the region is becoming increasingly “summer-proof,” with more reasons than ever to stay local during the hotter months.

For brands, this shift brings opportunity. There’s a growing demand for regional content that reflects life as it’s lived here, even in the summer. Creating content abroad no longer resonates the same way. The backdrop needs to be familiar and the context relevant. Homegrown content is no longer seasonal, it’s essential.

We all know the first secret to growing an online platform is consistency and if you’re not showing up, someone else will. For me, I’m happy to keep the creativity flowing: jokes, campaigns, educational posts… even if it means sweating through a few extra takes.

The future of sport isn’t just about what happens on the pitch. It’s about delivering personal, profitable experiences – every single day. And behind this evolution? Marketing technology is quietly reshaping the game.

FROM PRESTIGE TO PLATFORM: THE MIDDLE EAST’S SPORTING SHIFT

Sport in the Middle East is experiencing a defining transformation. From Saudi Arabia’s successful bid to host the FIFA World Cup 2034 to the spectacular growth of the Saudi Pro League, investment in sport is no longer about prestige alone – it has become a catalyst for economic diversification, cultural influence, and national ambition.

But behind the stadium lights and the influx of global stars, a quieter revolution is taking shape: the shift from one-off transactions to always-on fan monetisation. And it’s MarTech that’s powering this shift. Traditionally, sport has relied on 3 primary revenue pillars: tickets, broadcast rights, and merchandise. For decades, this model was enough to fuel clubs and leagues.

However today, it feels increasingly outdated in a world where fans expect brands to meet them everywhere – in the stadium, on their screens, and in their pockets. Audiences no longer want to be passive recipients of information; they expect real-time updates, seamless e-commerce experiences, loyalty rewards, and content that feels curated just for them. The organisations that are moving fastest are those investing in digital ecosystems designed to deliver this 365- day connection, creating a virtuous cycle in which engagement drives spending, and spending reinforces loyalty.

FOUR PILLARS OF MODERN FAN MONETISATION

At the heart of this shift is the recognition that modern fan monetisation is as much about relevance as it is about reach. The most successful strategies combine four core principles. First, hyper-personalised commerce that uses AI to recommend the right product or experience at exactly the right moment, whether it’s a jersey commemorating a record-breaking win or a timely subscription renewal.

Second, loyalty and gamification that reward fans not just for purchases but for participation, building affinity through community, recognition, and status. Third, data-powered sponsorship that replaces generic impressions with measurable impact, enabling brands to reach precisely defined segments with clear accountability.

And finally, digital-first experiences – from virtual meet-and-greets to augmented reality stadium tours – that monetise emotion and turn moments into revenue streams.

WHY THE GULF IS THE TESTBED FOR INNOVATION

Few regions present the same scale of opportunity – or the same urgency – as the Gulf. Saudi Arabia alone has committed billions to positioning itself as a global sports powerhouse. Over the next decade, landmark events like the FIFA World Cup 2034, the Asian Winter Games in

NEOM, Formula 1 in Jeddah, and the Riyadh Season, the world’s largest entertainment festival, will generate an unprecedented volume of digital engagement. To convert this attention into sustainable growth, organisations will need platforms that are not only scalable, intelligent, and fully compliant with regional data protection and cybersecurity laws. They will need to build unified fan identities that seamlessly connect every touchpoint, from ticketing to e-commerce to loyalty. And they need to embed AI and analytics into the heart of decision-making, ensuring every interaction is timely, relevant, and impactful.

This is not an abstract aspiration. It is already happening. In boardrooms across the region, sports executives are rethinking what it means to build a business model fit for the future. They are moving beyond seasonal campaigns to create always-on ecosystems that treat every fan interaction as both a moment of connection and an opportunity for monetisation.

For leaders serious about meeting this moment, the imperative is clear: break down data silos, automate engagement around culturally resonant moments, invest in personalisation that respects and rewards loyalty, and embed compliance into the foundations of every platform. The winners will be those who realise that in this new era, technology isn’t supporting the brand experience, it is the brand experience.

At its heart, sport will always be about emotion: the roar of the crowd, the pride of belonging, the stories that endure long after the final whistle. But emotion alone does not monetise at scale. The future belongs to those who combine authentic storytelling with intelligent infrastructure, delivering experiences that are personal, frictionless, and profitable, every single day. Because in this new sports economy, the most valuable asset isn’t the stadium or the superstar. It’s the ability to turn attention into action – and engagement into growth.

The report highlights the intensifying competition overseas brands pose to local eCommerce retailers, which saw their own UA investments shrink. This likely reflects a mix of budget reallocations, mounting competitive pressure, and market consolidation. However, AppsFlyer experts note that home-grown players still have an opportunity to grow, provided they adopt clearer strategies and embrace performance-driven, localised campaigns.

iOS shows breakout growth and lower fraud rates

The report underscores how iOS is entering a breakout phase in the UAE. While by the end of this year, Android app installs are projected to grow 713% since 2017, iOS is surging to over 1383% over the same period, with installs expected to more than double year-on-year in 2025. iOS has also seen a marked improvement in fraud prevention, with fraud rates dropping 63% year-on-year in H1 2025. By contrast Android’s fraud rate jumped 234% in the same period. This suggests iOS is becoming an increasingly attractive, and safer, channel for marketers, even as Android remains critical for scale.

UA spend dips overall despite strong early-year performance

Despite the UAE’s advanced mobile ecosystem, with smartphone penetration at 97% and average daily mobile internet use exceeding four hours, UA ad spending by eCommerce apps declined in H1 2025. Android UA spend fell 21% compared to the same period in 2024, while iOS spending was down just 6%, reflecting its relative resilience. Yet, H1 2025 still delivered the largest half-year remarketing spend to date, with Q1 alone tripling Q1 2024 levels — a clear sign of the impact of seasonal spikes during Ramadan and major retail events.

Following a successful test launch on 1st June, FUZE is now publicly available – combining intelligent search engine with human-led campaign support to help creators and brands build high-performing partnerships with clarity, speed, and measurable impact. Recent insight into regional gaming behaviours shows that nearly 69% of UAE gamers and 63% of KSA gamers take action after encountering an influencer ad, and 74% of UAE gamers and 71% of KSA gamers say influencer-led content influences their purchase decisions. With over 170 million gamers across the MENA region, these insights highlight the growing demand for structured, scalable, and authentic collaborations — the exact gap FUZE was created to fill.

Designed by a team of gaming and tech industry experts, the platform was built to address the complexities of today’s influencer landscape in the region, where inefficiencies and mismatched collaborations often get in the way of authentic storytelling and real ROI – while giving both brands and creators the transparency, control, and speed they need to make informed decisions in today’s fast-paced digital world.

As a fully cloud-based solution, FUZE allows brands and creators to connect and manage every aspect of their campaigns in one seamless interface. At its core is an intelligent search engine that analyses creator profiles, audience data, and brand goals to deliver optimal campaign matches — removing the guesswork and wasted time from influencer discovery.

FUZE is already enabling emerging and top-tier creators to land meaningful collaborations with leading names in gaming, fashion, technology, and lifestyle.

The platform is free to join, with no onboarding or subscription fees. Brands can launch and manage campaigns in one place, monitor real-time performance, and access transparent reporting dashboards. Meanwhile, creators retain full control over their brand partnerships, communications, and deliverables — with FUZE facilitating everything from negotiations to logistics.

As a proprietary Power League Gaming platform, FUZE represents a major milestone in the gaming agency’s broader mission to fuel the creator economy and bridge the gap between regional talent and global brands. It reflects Power League Gaming’s commitment to investing in infrastructure that empowers content creators and delivers real impact while helping brands reach audiences more authentically and effectively — whether through hyperlocal voices or large-scale cross-market campaigns.

While technology has enabled access and scale, it has also ushered in an era of digital fatigue. We are tired of the pixelated version of life and dealing with droids more frequently. The novelty of virtual meetings has faded, and what remains is a hunger for authenticity, emotion, and connection, the kind that only in-person events can offer.
As someone who has spent more than a decade designing experiences that connect people, build communities, and move cultures, I believe in-person events have never been more essential. They are about presence, memory and impact.

Virtual events lack the personal touch
Virtual events are faster and easier to plan with no need for venues, travel, or on-site logistics. They attract a global audience without room-size limits. They also offer flexibility, weather resistance, and long-term value through recorded content. Virtual attendance is convenient and trackable, enabling valuable audience insights.

However, they come with drawbacks, primarily the lack of personal interaction, limited networking opportunities, increased risk of attendee distraction, and challenges maintaining engagement during longer sessions. Additionally, poor technology choices can lead to glitches and undermine the event’s professionalism, making proper production quality essential.

A screen can’t capture true emotions

Let’s start with the simplest truth which is that nothing digital can replicate the emotional intensity of a live, shared experience. From the adrenaline of a product launch to the intimacy of a cultural gathering, physical presence allows people to feel. And in-person, emotions are contagious. Applause feels louder. Silence feels heavier. Smiles travel further. These micro-moments become macro-memories.

In business, these emotional connections are invaluable. Relationships built in person are deeper, more resilient, and more meaningful. Billion-dollar partnerships often begin over a casual conversation at the end of a show. Face-to-face encounters allow for nuance, body language, and unfiltered intuition. They humanize negotiation and foster trust. In the Middle East especially, where hospitality, tradition, and trust define our social and commercial fabric, this kind of connection is irreplaceable.

The digital footprint often outlasts the event itself

While the core value is physical, the digital spillover should not be underestimated. A well-executed in-person event becomes a content engine, fueling media coverage, social media virality, and long-term brand equity. The record-breaking events we’ve produced lived far beyond the event itself, generating millions of impressions and user-generated content that keeps the momentum alive. The real world, ironically, creates the most compelling digital content.

In a time when attention spans are shrinking and competition for relevance is fierce, what will set apart the leaders from the followers is not just innovation, but intimacy. Not just digital reach, but emotional resonance.

In a world marked by rapid political, financial, social and technological transformation, staying ahead requires insight and foresight. Abu Dhabi’s position as a global hub for innovation and business means that nowhere is more relevant for global leaders in business and policy to chart the path forward. Among the first set of speakers announced are:

Sinan Ulgen, Senior Fellow, Carnegie Europe and Director, EDAM; Hussain Sajwani, Founder and Chairman, Damac Group;

HE Khalfan Belhoul, CEO, Dubai Future Foundation; Mohammed Alabbar, Founder and Chairman, Emaar;

Luigo Di Maio, Special Representative for the Gulf Region, European Union;

Giorgos Gerapetritis, Foreign Minister, Greece;

Abdulaziz Al Sager, Head, Gulf Research Institute;

Deng Chao, CEO, HashKey Capital: Speaking on the ‘Deep tech at scale’ panel;

Jihad Azour, Director of the Middle East and Central Asia Department, International Monetary Fund: From modernizing Lebanon’s tax and customs systems in his role as Finance Minister in 2005-08 to now overseeing the IMF’s work in the Middle East, North Africa, central Asia and Caucasus;

Nasser Saidi, Politician and Economist, Former Minister of Economy and Industry, Former Vice Governor, Lebanese Central Bank, Lebanon;

Yusuff Ali, Chairman and Managing Director, Lulu Group; John Pagano, Group CEO, Red Sea Global;

Yusuf Maitama Tuggar OON, Honourable Minister of Foreign Affairs, Federal Republic of Nigeria;

Abdulrahman Tarabzouni, CEO, Saudi Technology Ventures: The largest technology-focused venture capital firm in the Middle East and North Africa region manages a US$800 million fund;

HE Dr. Anwar Mohammed Gargash, Diplomatic Advisor to the President of the UAE and Former Minister of State for Foreign Affairs (2008 – 2021).

The agenda covers six main themes:

Geopolitics: The Gulf, like every region in the world, finds itself adapting to significant changes on the world political stage after the “global year of elections.” Shifting trade patterns are also leading to new financial and diplomatic alliances, amid a broader shift toward deglobalization.

Economy & Markets: The Gulf is experiencing a renaissance, bucking global economic trends and growing fast – with growth expected to surge to around 4.4% in 2025, more than doubling 2024 projections.

Banking & Finance: The financial services industry in the Gulf is undergoing a significant transformation, fueled by the advances of digital technology. The Middle East public cloud market is expected to reach almost $10 billion by 2027, but challenges remain in the form of data security and privacy concerns.

Technology & AI: A focus on developing technology and AI has been a key plank of the region’s concerted push to diversify beyond oil and gas. Alongside heavy AI investment, there have been significant efforts to develop Arab-language models trained on local datasets.

Climate & Sustainability: The Gulf is particularly vulnerable to the impacts of climate change, with rising temperatures, water scarcity, and environmental degradation posing significant challenges. The spotlight is on the region, and its diversification away from oil, with the UAE hosting COP28

Business Leadership: Social, political, and economic upheaval have been a constant theme around the world, and with it has come an increased need for leaders to steer a steady course and rebuild trust.