Expanding your company into the UAE and the Gulf

Not always. Some projects start with representation or a business meeting programme and only incorporate once the market has responded. Incorporating first and validating later is the order that costs the most money.

Yes. It is one of the reasons many companies set up in the UAE, and it is why we keep a team in Riyadh.

It depends on the sector and the sales cycle, but it is best to plan in quarters, not weeks. In the Gulf the relationship carries as much weight as the offer, and that takes meetings.

Yes. In those cases the engagement is usually about reorganising what already exists: checking whether the jurisdiction is still the right one, correcting accumulated compliance issues or opening a new market from the current structure.

It is what many of the projects we support do: incorporate in the UAE and operate from there into Saudi Arabia, Qatar and the rest of the GCC. It is not always the best option, because in some sectors Saudi Arabia requires a presence of your own, and that is one of the first things we look at.

We start from your sector and your objective, not from a list. We identify importers, distributors, agents and potential partners, carry out due diligence on the candidates and only then set up the meetings. Introducing whoever is available is easy; introducing the right fit is the work.

Yes, when it adds value. In a first meeting in the Gulf, the presence of someone known in the market changes the tone of the conversation, and we handle the follow-up from here, in the counterpart's time zone and language. That is where most opportunities fall through.

Yes. The UAE and Saudi Arabia are the two markets where we have our own team; Qatar, Oman, Kuwait and Bahrain are covered depending on the project.

I would first validate three things: who buys, how it is sold and what structure the company really needs. Depending on the sector, it may make more sense to start with a market study, meetings and local representation before incorporating. In other cases it is advisable to establish a presence from the outset. There is no single formula.

We usually start by validating demand, clients, regulation and the mode of entry. If the project requires a local setup, we review investment registration, structure, licences, tax and local operations. MISA administers investment registration for activities open to foreign investment. The strategy must be adapted to Saudi Arabia; we do not recommend simply copying the UAE structure.

Not necessarily. In the UAE many activities allow 100% foreign ownership, both in free zones and in numerous mainland structures. Saudi Arabia has an Investment Registration regime for activities open to foreign investment, and Qatar allows up to 100% foreign ownership in multiple sectors. The right answer depends on the country, the activity, the vehicle and the applicable authorisations.

We first define the ideal client profile and then combine sector sources, databases, public/private information, a network of contacts and work on the ground. The aim is not to deliver a huge list, but to identify companies and decision-makers that are a real fit.

Many companies use the UAE as a regional hub because of its connectivity, business ecosystem and operational ease, but it is not always the best first decision. If the client's largest market is Saudi Arabia, or there is specific local regulation, it may make more sense to prioritise Saudi Arabia. This is analysed case by case.

We need to understand the product or service, target countries, international experience, current clients, competition, pricing, available resources and the result the company is looking for. With that information we determine whether a market study, a meeting programme, representation, partner search or a local setup is the right option.

Yes. We carry out market research and market intelligence in the UAE, Saudi Arabia, Qatar and other Gulf countries, from sector analysis to competition, pricing, projects, clients, partners and feasibility.

Yes. We can provide business representation and business development services, attend meetings, follow up and act as a local point of support within the agreed scope.

Yes. If, after the commercial phase, the company decides to set up locally, we can coordinate the structure, trade licence, office, visas, banking, accounting, suppliers and other necessary processes.