After two decades in the region, first in international banking, later as His Majesty’s Trade Commissioner to the Middle East, and today as founder of a consultancy that helps multinationals land and grow in the Gulf, I have never seen competition for talent and investment move faster than it does now.

Dubai, my professional base for much of this time, has evolved from a regional entrepôt into a global hub whose pull factor is reshaping corporate strategy far beyond the UAE’s borders.

When I arrived in the early 2000s, a British passport opened doors almost automatically. Senior roles often gravitated toward familiar accents and pre-existing networks.

Those days are gone.

Recruitment here is overtly meritocratic: executives are assessed on deliverables, not nationality. The city’s streamlined visa schemes, deep digital infrastructure and world-class logistics have expanded the talent pool; last year alone more than 100,000 highly-skilled workers secured long-term UAE residence.

Dubai is no longer passively receiving expatriates, it is actively pulling them in.

This merit-first mindset contrasts sharply with the measured pace at which many UK corporates deploy capital overseas. Boardrooms in London still commission exhaustive market-entry studies while their American, Chinese and Indian counterparts sign leases and launch pilot projects.

That gap matters, particularly now that the United States enjoys a structural lead in artificial-intelligence hardware and software: the very capabilities GCC governments are racing to import as witnessed during President Trump’s recent visit and flurry of announcements.

Yet UK firms possess clear advantages they rarely leverage fast enough. Dubai remains the natural launchpad for British brands: English common-law courts operate in the DIFC, incorporation can be completed in days, and a dense professional-services ecosystem reduces execution risk.

Founders who relocate tell me the set-up process often outstrips what they face at home.

But Dubai’s head start is narrowing.

Abu Dhabi is deploying sovereign-wealth firepower to woo biotech, AI, quantum, and space pioneers. Saudi Arabia’s Vision 2030 programme couples tax holidays with mega-project contracts to lure global headquarters to Riyadh or NEOM. Qatar is building venture-capital and higher-education platforms plus highly attractive incentives to attract global companies.

Multinationals seldom open hubs in every Gulf capital; they mostly choose one.

Historically that choice has been Dubai but rival cities are fast drafting counter-offers.

The implication for British companies is stark: delay now carries a real cost. The Gulf’s familiar “expat package” era has morphed into a global auction in which Silicon Valley engineers, Indian data scientists and Saudi-funded researchers compete shoulder-to-shoulder with UK talent.

Firms that hesitate risk losing prime office space, first access to regulators and early contracts. The global war for talent is intense.

There is, however, continued room for optimism.

British universities remain benchmarks in professional education; UK expertise in legal, insurance and high-value engineering aligns perfectly with local diversification plans.

The UK is a rich source of talent that has scope to expand into the region: it remains one of the most competitive tech and artificial-intelligence hubs in Europe, underpinned by world-class research universities that are skills the region needs to grow.

By pairing those strengths with Dubai’s speed and connectivity, British firms can regain momentum.

The key is decisiveness. Waiting for perfect clarity simply allows competitors to lock up partnerships and preference agreements.

From my vantage point advising multinationals entering the GCC, I see six immediate actions for UK boardrooms:

1. Master the political-business nexus: The Gulf operates on relationship-driven commerce where government policy, sovereign wealth initiatives, and private sector opportunities are deeply interconnected. Success requires an understanding of not just market dynamics, but the political priorities and power structures that drive major contract awards and partnership opportunities. Partnerships and trust are key.

2. Execute at Gulf speed, not London pace: compress traditional market-entry timelines from three years to 12-18 months. Dubai’s infrastructure makes this possible: you can incorporate in days, access world-class logistics, and operate under familiar English common law through the DIFC. However, patience and commitment remain virtues.

3. Tailor your value proposition to regional priorities: generic global offerings won’t differentiate you in a crowded market. Success requires aligning your capabilities with specific Gulf development goals, whether that’s AI implementation, renewable energy transition, or financial services innovation.

4. Play the multi-hub strategy: while Dubai remains the natural entry point for British companies, limiting yourself to one Gulf capital is increasingly risky. Abu Dhabi’s sovereign wealth firepower, Saudi Arabia’s Vision 2030 mega-projects, and Qatar’s venture capital initiatives create multiple opportunity centres. 

5. Secure senior local talent early: the Gulf’s meritocratic culture demands you demonstrate commitment through local hiring. The best regional talent no longer automatically gravitates toward Western companies, they choose based on opportunity and growth prospects.

6. Deploy strategic communications as a market entry tool: In the Gulf’s relationship-driven business environment, how you communicate your market entry and value proposition can be as important as the substance itself. Regional media, government communications, and business networks are tightly interconnected: the right PR strategy opens doors, while missteps can close them permanently.

Dubai has shown that openness, speed and meritocracy attract global talent in volumes few predicted a decade ago.

Abu Dhabi, Riyadh,Qatar, and Bahrain are catching up fast.

The next wave of growth industries such AI, renewables, and precision manufacturing will likely be distributed across multiple Gulf centres. British firms that act swiftly can still shape that landscape; those that defer risk finding the playing field already marked out by quicker rivals.

The window remains open, but it is narrowing quickly.

As someone who has navigated this market from both public and private vantage points, and now advises companies on staking their claim, I can attest that in today’s Gulf, speed is a key competitive advantage.

Author: Simon Penney, former His Majesty’s Trade Commissioner to the Middle East, ex-banker, now advising global companies on establishing and scaling across the GCC.

This article was first published by the British Chamber of Commerce Dubai.