Kholoud Hussein 

Under Vision 2030, Saudi Arabia has embarked on a sweeping economic transformation drive. Since 2017, the kingdom’s non‑oil economy has grown consistently at 4–5% annually, a testament to accelerating diversification. The Public Investment Fund (PIF), valued at $950 billion, is now directing a significant slice—approximately $251 billion by end‑2023—toward domestic startups across sectors such as healthcare, logistics, technology, and public services.

PIF executives emphasize that supporting growing local ventures—aka “local bets”—is central to achieving economic resilience and job creation goals. As one leader noted: “The tailwinds are much stronger than the headwinds” when it comes to diversifying beyond oil.

This economic backdrop sets the stage for what analysts call the “Founder’s Economy”: startups founded to solve persistent public problems in Saudi Arabia—inefficiencies in waste management, transportation, healthcare access, climate resilience, and more—with bold, tech‑driven solutions.

Climate & Environment: Innovating Sustainability

Saudi Arabia accounted for 94% of climate‑tech funding in the GCC between 2018 and 2023—roughly $439 million, according to PwC Middle East. Startups are now tackling environmental issues head‑on:

• Mirai Solar: Offers modular, deployable photovoltaic shading systems to reduce energy waste and support agriculture and logistics efficiency. These solutions help lower carbon intensity in urban environments.
• Plastus: Converts agricultural waste into biodegradable plastics, advancing circular economy goals in food and logistics packaging.
• Sadeem: Built IoT‑powered flood monitoring systems in Riyadh and Jeddah, enabling municipalities to act preemptively—mitigating public safety risks and reducing infrastructure damage.

These ventures reflect a deeper shift: climate-intent embedded in business models, rather than sustainability as an add-on, often rooted in technical talent incubated by KAUST, KAPSARC, or global exposure.

Public Logistics & Urban Services

Saudi cities face chronic mobility and infrastructure needs—areas now being addressed by private innovation:

• Mrsool: Originally a peer-to-peer delivery app, now serves urban logistics and courier needs in Riyadh, Jeddah, and other cities. With over 10 million registered users and 200,000 couriers, it has transformed last-mile logistics and supported initiatives like Ramadan food deliveries for the underprivileged.
• Reachware: An Automation and systems integration startup, founded in 2021, helps government and hospitality platforms connect scheduling and payment systems. It raised $3 million in 2024, earned awards for being the best iPaaS provider in Saudi Arabia and the region, and plays a growing role in urban digitization.
• Smart waste management for Makkah: A research-backed system—TUHR—uses ultrasonic sensors and AI to monitor container levels during Hajj and Umrah, triggering real-time collection and reducing public health risks and fuel consumption.

These innovations illustrate how start-ups are building infrastructure that historically would be delivered by public or municipal authorities.

Fintech & SME Financing

One persistent public-sector challenge in Saudi Arabia is SME financing. SMEs account for only ~9% of total bank lending in 2024—short of the Vision 2030 goal of 20%. Startups are stepping into that void:

• Erad: A Shariah-compliant SME finance platform raised $16 million in early 2024, offering loans in as little as 48 hours. Sixty percent of its clients are first-time borrowers, and it has processed over SR 100 million in funding requests and SR 2 billion in applications.

On the payments and commerce side:

• Lean Technologies: Powers fintech innovation by offering secure bank data APIs to integrate payments, investments, and budgeting across the region. With over $33 million raised, Lean is foundational to modernizing financial services.
• Moyasar: A payment gateway co-founded in 2015, which raised $20.8 million in 2024, simplifies digital transactions for SMEs and e-commerce, thereby boosting the uptake of electronic payments nationwide. 
• Tamara: Buy‑now‑pay‑later fintech is popular across the Kingdom, managing high demand for digital credit services. Its model reduces friction in purchasing and supports consumer financing needs. 

These fintech ventures are helping solve access and inclusion issues that traditional banking systems struggle to meet, particularly for underserved small businesses.

Health, Edtech & Social Inclusion

Saudi startups are increasingly focusing on healthcare access, social inclusion, and human capital development.

• NoorDx: Founded within KAUST’s innovation cluster in late 2021, this medtech venture offers genetic testing locally—addressing that 90% of Saudi genetic tests were processed abroad before NoorDx launched. Its mission: “By Saudis, in Saudi, for Saudi”.
• BrightSign smart glove: Enables real-time translation of sign language into text or speech—empowering communication for the deaf or speech-impaired, especially in public institutions such as hospitals and schools. Developed with joint university partnerships, the glove exemplifies mission-driven inclusion tech.
• iStoria: An edtech startup that secured $1.3 million in seed funding, focuses on English language learning to widen educational access and upskill youth—backed by Flat6Labs, Classera, and Nama Ventures. 

Collectively, these ventures tackle public goods: healthcare decentralization, disability inclusion, and skills development.

Deep Tech, Space & Infrastructure

Saudi Arabia is not just solving old problems—it’s building future capacity.

• Neo Space Group: Launched in 2024 by PIF, it focuses on satellite communications, remote sensing, IoT, and data infrastructure. Projects like SARsatX and Orbit Arabia support agriculture, urban monitoring, and geopolitical data services. 
• Lucidya: Saudi’s leading AI-powered customer analytics and social listening platform—impacting public sector channels, emergency response, and brand‑government communication. Raised $6 million Series A in 2022, pioneered Arabic NLP, and introduced a four‑day workweek in 2024. 
• Alat: A PIF‑founded hardware‑tech conglomerate launched in early 2024, planning operations across seven sectors—semiconductors, smart health, infrastructure, and smart cities. Alat aims to generate $9.3 billion GDP impact and create 39,000 jobs by 2030.

These ventures operate at the intersection of national infrastructure goals and entrepreneurial execution.

Scale, Investment & Broader Ecosystem

The true measure of a startup ecosystem lies not in the number of companies launched but in how many survive, scale, and influence their sectors at large. In Saudi Arabia, the shift from quantity to quality is beginning to take root. The focus is no longer solely on cultivating entrepreneurial activity, but rather on nurturing ventures with the potential to become national or even regional champions. Scaling, however, is not a simple next step—it’s a complex leap that requires mature capital markets, strategic infrastructure, sophisticated talent, and policy alignment.

Over the past few years, Saudi Arabia has seen a surge in investment activity. According to Magnitt’s 2024 Mid-Year Saudi Arabia Venture Investment Report, the Kingdom attracted the highest VC funding in the MENA region, securing nearly 42% of the region’s total disclosed deals in the first half of the year. This momentum is a testament to strong government support mechanisms, such as the Public Investment Fund’s (PIF) backing of venture platforms like Sanabil Investments and Jada Fund of Funds. However, much of this investment is still concentrated in early-stage rounds. As startups transition to scale, the capital landscape becomes thinner. The need for growth-stage funds—particularly those that can write larger Series B or Series C checks—is growing critical.

Investors themselves often highlight a key tension: the mismatch between startup ambitions and investor risk appetite. While many founders are thinking regionally or globally, institutional investors still lean conservative, seeking traction and profitability before participating in later rounds. This has pushed some high-potential startups to seek international funding, which can dilute local influence and, in some cases, lead to headquarters being relocated abroad. To counter this, Saudi Arabia must work on incentivizing both domestic and foreign institutional investors to participate more actively in growth rounds. This could involve co-investment models, sovereign-backed risk guarantees, or the establishment of sector-specific megafunds—particularly in areas of national importance like: healthtech, agritech, and climate innovation.

Infrastructure is also a critical enabler of scale, and here Saudi Arabia is making strategic bets. Initiatives like NEOM’s Oxagon and King Salman Energy Park (SPARK) are not just megaprojects—they are designed to function as innovation zones with built-in startup ecosystems. These hubs offer integrated logistics, regulatory flexibility, and proximity to both public and private customers. However, they remain in early stages, and their success in supporting startup scale will depend on how well they connect with the broader entrepreneurial landscape, particularly in cities like Riyadh, Jeddah, and Dammam, where most startups are currently concentrated.

Corporate engagement is an emerging force that could transform the scaling landscape. Increasingly, large Saudi companies are partnering with startups through open innovation models, procurement programs, and Corporate Venture Capital (CVC) arms. Companies like STC, Aramco, and SABIC are beginning to see startups not as vendors but as innovation partners. Aramco’s Wa’ed Ventures, for instance, has become a critical backer of industrial and deep-tech startups with national relevance. However, this engagement needs to go deeper and wider, especially in sectors like construction tech, water sustainability, and education, where legacy systems are ripe for disruption.

Ultimately, scale requires an enabling culture as much as it does capital or partnerships. Many Saudi founders face a psychological and operational ceiling once they reach product-market fit. Moving beyond that point—into new markets, larger teams, and global customer bases—requires more than ambition. It demands access to experienced leadership, second-time founders, strategic advisors, and export support mechanisms. Programs that connect Saudi startups with global mentors, or that embed them in international tech hubs for 3 to 6 months, could provide the bridge from domestic success to regional or global scale.

In this broader context, Saudi Arabia’s startup ecosystem is at a crossroads. It has succeeded in inspiring a generation of builders, many of whom are creating tangible solutions to long-standing national challenges. The next chapter is about anchoring those successes into sustainable, high-impact businesses that can scale without losing their public relevance or local identity. With focused investment in growth-stage capital, integrated innovation zones, corporate collaboration, and global exposure, the Kingdom can transform its startups from promising experiments into enduring engines of economic diversification and national resilience.

Founder Voices & Cultural Impact

Many of the startup founders speak of a broader mission:

• A climate-tech founder emphasized the venture’s explicit commitment to environmental outcomes, not just profit.
• A Reachware executive noted partnerships with platforms like PayMob and Wadak reflect how governance tech can elevate public services.
• Mrsool’s leadership emphasizes the company’s role in supporting charitable logistics for Ramadan, connecting delivery infrastructure to civic outcomes. 

Challenges & Future Outlook

Despite the rapid growth of Saudi Arabia’s startup ecosystem and its visible impact on public problem-solving, a number of structural challenges remain that could slow or limit its full potential. These obstacles are not just operational hiccups; they touch on regulation, access to capital, talent, and the broader cultural mindset around entrepreneurship. Addressing these challenges will be essential as the Kingdom moves from a startup-friendly environment to a truly startup-powered economy.

One of the most pressing issues faced by many startups—particularly those working in specialized or regulated sectors—is regulatory fragmentation. Although recent reforms and platforms like MISA and the SAMA regulatory sandbox have made market entry easier, sector-specific ventures still struggle with overlapping authorities and inconsistent licensing procedures. A healthtech startup, for example, may need to navigate approvals from the Ministry of Health, the Saudi Food and Drug Authority, and local municipalities—each with its own requirements and timelines. Similarly, smart mobility or infrastructure startups often find themselves stalled by siloed bureaucracies, where innovation is welcomed in principle but delayed in practice. As one Riyadh-based founder noted, “Getting an experimental license is one thing, but scaling across multiple cities still depends on siloed approvals. We need more unified, national regulatory sandboxes—not just one-offs.”

Access to capital is another persistent hurdle, particularly in the growth and late stages. While early-stage funding has seen impressive momentum—over $400 million in VC deals were closed in the first half of 2024 alone—most of this capital is concentrated in seed and Series A rounds. When startups are ready to scale, especially those in capital-intensive sectors like climate tech, deep tech, and advanced manufacturing, they often hit what founders describe as the "Series B ceiling." Larger investment rounds require global investor networks and specialist funds that are still underdeveloped in the Saudi ecosystem. This funding gap is especially stark for female founders, who often report disproportionately lower access to later-stage capital despite solid traction. A recent study by Agnes AI in 2024 found that nearly 78% of female founders in Saudi Arabia believe they are underfunded compared to their male counterparts, particularly in science, health, and AI-driven ventures.

The issue of talent is also central to the Kingdom’s startup evolution. 

While universities are producing more STEM graduates and the government is investing in tech education, many startups still face difficulty in hiring experienced software engineers, data scientists, and senior executives who can take ventures from early product-market fit to full-scale commercialization. Startups often rely on imported talent, which can be expensive and administratively complex due to visa restrictions and integration issues. Even when local talent is available, retaining it is increasingly competitive as global tech companies open regional offices and attract top Saudi professionals with higher salaries and global exposure. There is a clear need to build sector-specific talent pipelines and stronger bridges between universities, technical institutes, and the private sector. Incentivizing members of the Saudi diaspora to return and contribute to local innovation could also be part of a long-term solution.

Another underappreciated challenge lies in geographic concentration. Riyadh has become the epicenter of startup activity, with Jeddah and Dhahran following behind. However, many of the public problems these startups are trying to solve—such as gaps in healthcare access, education, or transportation—are most severe in rural or underserved regions. Expanding to these areas is more difficult due to infrastructure gaps, lower digital literacy, and fragmented local governance. Founders looking to grow beyond the urban core face both logistical and financial hurdles. Without public co-investment or incentives for regional expansion, many startups may be forced to remain city-centric—limiting their national impact and contributing to uneven development.

Cultural attitudes also continue to evolve. While the entrepreneurship culture in Saudi Arabia has matured significantly in recent years, especially among youth, the transition from stable public-sector employment to startup risk-taking is still ongoing. For many Saudis, founding or joining a startup is not yet viewed as a long-term career path but rather as a stepping stone. Encouraging a deeper, more sustained founder mindset will require more than just government programs; it demands success stories, mentorship, and visible proof that startups can deliver security, purpose, and growth—not just risk. Entrepreneurship must become a first-choice path, not a last resort or temporary ambition.

Looking ahead, Saudi Arabia’s startup ecosystem must evolve from an early-stage success story into a scalable, resilient engine of national development. This will involve regulatory harmonization, broader capital diversity—including more late-stage and impact-driven funds—and robust local talent strategies. Infrastructure must also be developed to support scaling beyond major cities, ensuring that innovation reaches all corners of the Kingdom. Public-private collaboration will be key, treating startups not merely as business ventures but as strategic partners in solving complex societal issues.

The momentum is real. Saudi startups are already helping transform how the country tackles healthcare, logistics, environmental sustainability, and financial inclusion. But to fully realize the vision of the “Founder’s Economy,” the Kingdom must continue building the systems, culture, and capital flows that empower its most daring innovators to thrive—not just in Riyadh, but nationwide, and not just at launch, but at scale.

Finally, the Saudi Founder’s Economy is doing more than launching unicorns—it’s solving public-sector problems through private innovation. From flood‑detecting sensors to logistics networks, from SME financing to climate-smart infrastructure, Saudi startups are delivering tangible public value.

Supported by government reforms, PIF investment, and institutional backing, these ventures reflect a transition in public problem-solving: from central planning to founder-led agility and accountability.

As Vision 2030 enters its final phase, the ability of startups to tackle education, health, environment, transport, and infrastructure will shape both public outcomes and the Kingdom’s economic trajectory. In short, entrepreneurs are now as central to public service delivery as they are to private sector growth—and that is the real meaning of the Founder’s Economy.

Ghada Ismail

Before you raise millions, rent a fancy office in Riyadh Boulevard, or post a selfie with your new accelerator badge, there’s one thing your startup absolutely needs to figure out: Product-Market Fit.

It’s the one milestone that separates startups that grow steadily from those that burn out after the hype fades, so let’s talk about what Product-Market Fit (PMF) really is, why it’s especially critical in Saudi Arabia and the wider MENA region, and how you can tell whether you’ve found it or if you’re just hoping you did.

What Exactly Is Product-Market Fit?

Product-Market Fit happens when your product doesn’t just work..it clicks! People don’t just use it, they rely on it. They tell their friends about it. They’d be genuinely upset if it disappeared tomorrow.

Marc Andreessen, the investor who coined the term, summed it up perfectly:

“Product-market fit means being in a good market with a product that can satisfy that market.”

In the Saudi and MENA ecosystem, PMF is often misunderstood. We see plenty of startups get early attention—thanks to grants, accelerator programs, or investor buzz—but haven’t yet proven that they’re solving a real pain point.

But the truth is: if your product isn’t delivering real value, you don’t have PMF. And without it, the rest doesn’t matter.

How to Know If You’ve Hit PMF 

In this region, it’s easy to mistake early buzz for true traction. You might have app downloads, a press feature, or even an MoU with a big-name entity. But none of those things mean PMF.

Here’s what real PMF looks like in the Saudi or MENA context:

• People use your product regularly, even when there’s no discount.
• You start growing in second-tier cities, not just Riyadh or Dubai.
• Users refer their friends, or even offer to invest.
• Retention is solid. People aren’t just signing up, they’re staying.
• You get messages like: “Where have you been all this time?” or “Please launch this in Khobar!”

How to Actually Measure PMF

PMF isn’t just a feeling, it shows up in your numbers and your users’ behavior.

Here’s what to look for:

1. User Retention
Do people come back without you reminding them?

2. Organic Growth
Are users telling their friends? Are you seeing signups you didn’t pay for?

3. Revenue Consistency
Is your revenue growing from actual usage, not casual promotions?

4. Product Engagement
Are users using core features deeply, or just logging in once and ghosting?

5. Feedback That Hurts (In a Good Way)
When people complain, demand features, or get upset when something breaks, it means they care.

PMF ≠ MVP (Please Stop Mixing Them Up)

In this ecosystem, it’s common to confuse Minimum Viable Product (MVP) with Product-Market Fit. But they’re not the same.

Your MVP is your early prototype; it’s there to test if the idea makes sense.

PMF is when the market tells you it wants what you’re building and wants more of it. It’s when the demand becomes real, not just theoretical.

You don’t get PMF just because you have an MVP. You get PMF when users come back to it again and again, even if the design isn’t perfect or you’re still operating from your living room.

To Wrap Things Up…

Product Market Fit is not just a milestone; it’s the foundation of everything that follows. Without it, your startup is just a project with potential. With it, you have a business that can grow, attract investment, and stand out in an increasingly competitive market. In Saudi Arabia and the broader MENA region, where ecosystems are rapidly evolving, achieving true Product Market Fit means you’re solving a real problem in a way that users care about. It shows in their behavior, their loyalty, and their willingness to spread the word. Before you scale, pitch, or celebrate, make sure you’ve built something people can’t imagine living without. That’s when you’re ready to move forward with confidence.

Noha Gad

The transformative agenda of the Saudi Vision 2030 placed increasing real estate ownership at the core of its economic diversification and social development goals. It targets raising the homeownership rate among Saudis to more than 70% by 2030. Beyond domestic ownership, this ambitious initiative introduced pioneering reforms to open the real estate market to foreign investors, notably the Real Estate Owner Residency, which allows foreigners to own or usufruct residential real estate assets with a minimum of SAR 4 million within the Kingdom.

The Saudi cabinet recently approved the foreign property ownership law, permitting non-Saudis to own property in Riyadh and Jeddah, while ownership in Mecca and Medina will be subject to additional regulatory conditions due to their religious status. The Real Estate General Authority (REGA) is expected to define the geographical boundaries and publish the implementing regulations within 180 days.

Scheduled to enter into effect early 2026, the new law is expected to pave the way for new investment opportunities and anticipated deals within the real estate and property technology (proptech) sectors.

According to the Minister of Municipal and Rural Affairs, Majed Al-Hogail, the new law is designed to enhance the real estate sector and attract foreign direct investments (FDI) to bolster housing supply across the Kingdom.

Aligned perfectly with the Premium Residency Program (Iqama) and the existing regulations governing real estate ownership by GCC citizens, the new law is anticipated to create a coherent and integrated framework for foreign investment in the Saudi real estate sector, facilitating cross-border property ownership and residency benefits.

Experts predict the new law to allow non-resident foreigners to purchase property outright with lower investment thresholds and without the need for local sponsors, ultimately attracting different investors and buyer segments to the market and stimulating demand in the residential sector.

Alaa Aljarousha, Senior Manager for Research in Saudi Arabia at CBRE MENA, the world’s leading full-service real estate services and investment organization, stated in an interview with Alarabiya Business that the new law will contribute to increasing FDIs and enhancing supply in the real estate market in general.

She affirmed that enabling foreign residents and non-residents to own property in major cities like Jeddah and Riyadh will lead to an upward growth in property value.

Implications of the new foreign real estate ownership law on key sectors  

This new law is projected to have significant implications on key Saudi sectors, including tourism, proptech, construction and urban development, financial services, and investment, as well as legal and professional services.

Allowing foreigners to own property in major Saudi cities will attract global developers and investors to build hotels, resorts, and mixed-use development projects, thereby enhancing the tourism infrastructure in the Kingdom. Also, the clear ownership rights for foreigners can increase confidence among global tourists and investors, encouraging longer stays and investment in tourism-related real estate.

The new law is also anticipated to drive adoption of proptech solutions such as blockchain-based title registries, digital platforms for property listings, and virtual tours. According to the National Technology Development Program (NTDP), leveraging advanced tech solutions in the building and construction sector could reduce mistakes by 35%, eliminate travel costs by up to 75%, and increase data transparency and accuracy by 80%. For instance, Saudi proptech platforms, such as WakeCap, WhiteHelmet, and Rize, play an instrumental role in bolstering the real estate and construction sectors in Saudi Arabia by offering smart construction site management technologies. 

Additionally, the construction and urban development sector is expected to witness a surge in demand for new residential, commercial, and mixed-use projects in Riyadh and Jeddah, driving growth in construction activity and infrastructure development to support expanding urban areas.

The new foreign real estate ownership law is also expected to contribute to maximizing FDIs and stimulating banking, mortgage financing, insurance, and investment management sectors.

Overall, the new foreign real estate ownership law is not an isolated change but a key component of a comprehensive policy framework. It harmonizes with existing residency regulations and GCC ownership initiatives to promote foreign investment, improve market accessibility, and advance Saudi Arabia’s economic diversification and urban growth goals. This coordinated approach ensures regulatory consistency, amplifying the law’s effectiveness in drawing a broad range of foreign investors while protecting the nation’s interests. 

Kholoud Hussein 

In today’s fast-evolving business world, especially within the high-growth startup ecosystem, the traditional employer-employee dynamic is undergoing a fundamental shift. One of the most powerful tools fueling this change is the Employee Stock Ownership Plan (ESOP)—a compensation mechanism that offers employees an equity stake in the company. Once considered a niche concept in corporate America, ESOPs have become a strategic cornerstone in startups across the globe, including emerging ecosystems in the Middle East, North Africa, and beyond.

What Is an ESOP?

An Employee Stock Ownership Plan (ESOP) is a program that allows employees to become partial owners of the company they work for. Instead of solely receiving salaries or bonuses, employees are granted shares (or options to buy shares) in the company, either directly or through a trust. These shares typically vest over a period of time, incentivizing long-term commitment and alignment with the company’s goals.

In simpler terms, ESOPs give employees "skin in the game." When the company does well, so do they. If the company is acquired or goes public, employees with vested stock can realize substantial financial gains.

Why Startups Embrace ESOPs

Startups, especially in their early stages, often face budget constraints. Offering high salaries to attract top talent isn't always feasible. That’s where ESOPs come in—not only as a financial workaround but as a strategic asset.

1. Talent Attraction and Retention:
   In highly competitive markets, top-tier talent is drawn to startups that offer equity. The promise of future ownership, particularly in a fast-scaling company, can be more appealing than a higher salary at a traditional firm.
2. Motivation and Performance:
   When employees are co-owners, they’re more likely to think and act like entrepreneurs themselves. This fosters a culture of accountability, innovation, and performance-driven decision-making.
3. Cash Preservation:
   By offering equity instead of higher cash compensation, startups can allocate resources to product development, marketing, or scaling—vital for survival and growth in early stages.
4. Alignment of Interests:
   ESOPs naturally align employee interests with those of the founders and investors. Everyone becomes invested in the company's success, leading to better collaboration and long-term thinking.

How ESOPs Work in Startups

Typically, startups set aside a percentage of their equity—often 10% to 20%—in an "ESOP pool." This pool is then distributed among current and future employees based on role, seniority, and performance.

Shares are not handed out all at once. Instead, they vest over time, commonly on a 4-year schedule with a 1-year cliff. That means employees earn their shares gradually, encouraging them to stay and contribute over the long haul.

In high-growth startups, especially those targeting IPOs or acquisitions, vested ESOPs can become extremely valuable. Employees may cash out during an exit event or through secondary share sales, transforming equity into life-changing rewards.

ESOPs in Emerging Markets

In the MENA region, the concept of ESOPs is gaining ground as local startups mature and global investment interest rises. Governments and regulators in Saudi Arabia, the UAE, and Egypt are beginning to recognize the value of employee ownership as a means of encouraging entrepreneurship and economic diversification.

However, challenges remain, such as legal frameworks, tax implications, and cultural acceptance. Many employees remain unfamiliar with the concept of equity compensation, and some startup founders are hesitant to dilute their ownership stake. Education and transparency are crucial in bridging this gap and fully unlocking the potential of ESOPs in regional markets.

To conclude, for startups, ESOPs are not just a tool to attract employees—they are a strategic enabler of growth, culture, and resilience. They align incentives, foster loyalty, and build a sense of shared mission. In a world where innovation moves fast and people drive performance, ownership can be a game-changer.

As startup ecosystems continue to expand globally, integrating ESOPs into compensation strategies will not only help attract top talent but will also redefine how success is shared and who gets to own the future.

Ghada Ismail

Founded in 2006 in San Marino, Bioscience Institute has grown into a leading name in regenerative medicine and genomics, with key operations in Europe and the Middle East. The company was the first to establish a private stem cell lab in the GCC, launching a state-of-the-art Cell Factory and Biobank in Dubai.

Known for its strong focus on research and innovation, Bioscience works closely with top universities and reinvests in developing advanced therapies. As it looks to expand further into the Gulf, particularly Saudi Arabia, the company is bringing its expertise in stem cells, personalized medicine, and AI-powered diagnostics to the region.

In this interview, we explore how Bioscience built credibility in a new field, how it views the Saudi market, and what’s next for its growth in the GCC.

You launched the first private stem cell lab in the GCC back in 2013. What was the regional and global landscape for stem cell therapy like at the time, and how did you establish scientific credibility in such an emerging field?

When we began our stem cell cultivation activity in Dubai in 2013, we built a cell factory that was the only one of its kind in the entire Middle East. At the time, there were only about a hundred clinical trials underway, whereas now there are more than 1,600. Back then, there were no authorizations from the FDA or the European Medicines Agency, whereas now such approvals exist. Scientific evidence was limited to a few localized treatments, whereas today systemic physiopathological and pathological conditions are being treated with excellent results. Scientific evidence and our rigorous activity have contributed to building our credibility in the region.

Bioscience has been operating across Europe and the UAE. What draws you to Saudi Arabia now, and how do you view its potential for knowledge transfer and long-term collaboration?

We are very interested in what is happening in KSA and in the opportunity to export our know-how, which began to take shape in 2007 when we started our operations in Italy. For this to happen, it will be necessary to share our experience with a Saudi partner who is suitable in terms of expertise and capabilities.

How would you describe the regulatory and cultural environment in the GCC when it comes to adopting advanced biomedical technologies like stem cell therapy?

The regulatory and cultural environment of the GCC has been open to dialogue and has not taken a prejudiced stance. As a result, it focuses on the substance of proposals, facilitating the introduction of innovative technologies in the region more quickly than in other countries. The GCC regulatory framework is highly flexible and is not influenced by the lobbying of large industries, as is often the case in the USA and Europe.

How is Bioscience leveraging AI to support clinical decision-making and improve patient outcomes, especially as the company expands into more complex markets like Saudi Arabia?

We use AI for our Clinical Decision Support System, which assists our physicians in performing accurate patient assessments and identifying the most suitable therapy by cross-referencing data from numerous biomarkers—something that would otherwise be impossible for a human to achieve.

With digital transformation reshaping patient expectations in Saudi Arabia, how is Bioscience adapting its technology and service models to meet demand for more personalized and tech-enabled care?

We have developed an IT platform that functions as an operating system and can be integrated into the operations of any clinic, enabling the use of the most advanced protocol in the fields of molecular biology, genomics, and regenerative medicine with stem cells and exosomes.

Given Saudi Arabia’s growing investment in biotech and innovation, do you see the Kingdom emerging as a regional R&D hub for regenerative medicine in the coming years?

Saudi Arabia has the potential to become a hub for R&D in regenerative medicine; however, in addition to investments, a supportive environment and incentives should be created for companies with know-how that could be shared.