Joshua Mathias

Why Did Pepsi Put Coke’s Polar Bear in a Therapy Session?

Joshua Mathias — Sat, 31 Jan 2026 16:05:17 +0000

Pepsi just did something that makes most brand managers break out in a cold sweat. They took Coca-Cola’s iconic polar bear—a mascot Coke has used since 1993—and made him the star of their Super Bowl LX commercial. But here’s where it gets interesting. The polar bear doesn’t just appear in the ad. He picks Pepsi Zero Sugar over Coke Zero in a blind taste test. Then he visits a psychiatrist because he’s having an existential crisis about his choice.

This isn’t just creative provocation. It’s one of the most psychologically sophisticated campaigns to hit the Super Bowl in years. And most people are missing what makes it brilliant.

What Actually Happens in the Pepsi Ad?

The 30-second spot, directed by filmmaker Taika Waititi, opens with a polar bear taking a blind taste test. He picks Pepsi Zero Sugar over Coke Zero. But instead of celebrating, the bear freaks out. Cut to a therapy session where the polar bear sits across from a psychiatrist, played by Waititi himself. The soundtrack? Queen’s “I Want To Break Free.”

This is part of Pepsi’s revived Pepsi Challenge campaign, which originally launched in 1975. The brand brought it back in 2025 with a nationwide taste-test tour. Their claim: 66% of Americans prefer Pepsi in blind taste tests. Now they’re taking that message to the Super Bowl, spending over $7 million for 30 seconds during a game that reaches more than 120 million viewers.

But the campaign doesn’t stop there. Pepsi is running a year-long effort that spans social media, creator content, podcasts, experiential activations, and complimentary Pepsi Challenge kits delivered through Gopuff. As Pepsi’s VP told Marketing Dive, this is “a big idea that we’re going to see throughout Super Bowl and throughout the rest of the year.”

Why Would Pepsi Use Their Competitor’s Mascot?

Here’s what makes this move so bold. Coca-Cola has used polar bears as a brand icon since 1993. That’s over 30 years of brand equity. Billions of dollars spent building the association. And Pepsi just borrowed it.

This is the advertising equivalent of Nike using Michael Jordan to promote Adidas. It’s provocative, risky, and exactly the kind of move that market leaders can’t make but challengers can.

The strategy works because the cost or risk of the signal is what gives it power. By using Coke’s mascot, Pepsi is sending multiple signals: confidence in their product, willingness to take creative risks, and challenger status that makes them more interesting.

Coca-Cola is now in a no-win situation. If they respond, they amplify Pepsi’s message. If they stay silent, the narrative stands. Either way, Pepsi wins.

What’s Really Happening in the Psychiatrist Scene?

Most people will watch the therapy scene and think it’s just funny. But it’s doing something smarter. It’s acknowledging that brand loyalty is an emotional commitment, not a rational choice.

Humans have a nearly obsessive desire to be consistent with what we’ve already done. Once we make a choice, we encounter pressures to behave consistently with that commitment. This is why people stay loyal to brands even when better options exist. Switching feels like betrayal.

For cola drinkers, choosing Coke isn’t just a beverage preference. It’s a repeated commitment that becomes part of identity. Every time you order a Coke, you’re reinforcing that commitment. Over years, it becomes automatic. You’re not choosing Coke anymore. You’re just being consistent with who you’ve always been.

Most brands pretend this barrier doesn’t exist. They act like switching is easy. “Just try us!” they say.

Pepsi is doing the opposite. They’re showing the polar bear having a crisis. They’re validating the emotional weight of switching. The bear isn’t wrong for feeling conflicted. And then Pepsi offers liberation. The soundtrack “I Want To Break Free” says: yes, this feels like breaking free. And that’s okay.

This is psychological judo. Instead of minimizing brand loyalty, Pepsi is amplifying it, then positioning their product as worth the emotional cost.

Why Does the 66% Statistic Matter?

Here’s where the numbers get interesting. Pepsi claims that 66% of Americans prefer Pepsi in blind taste tests. Yet Coke Zero has 4.6% of the market compared to Pepsi Zero Sugar’s 1.4%. Both statements are true. And the gap between them is worth billions.

Most people have never actually compared Pepsi and Coke without seeing the logos. They just pick what they always pick.

This is the difference between psycho-logic and logic. Logically, if you prefer Pepsi’s taste when you can’t see the brand, you should buy Pepsi. But psychologically, we prefer the brand we’re familiar with, the brand our friends drink, the brand that signals the identity we want to project.

The blind taste test strips away brand recognition, social proof, and identity signaling. It forces a purely sensory evaluation. And when you do that, most people pick Pepsi. But in real life, they buy Coke.

Pepsi’s entire campaign is an attack on this gap. They’re saying: you don’t even know what you actually prefer because you’ve never tested it without the bias of the brand. Most consumers assume Coke tastes better because Coke is bigger. Market leadership becomes its own form of social proof.

By running blind taste tests and publicizing the results, Pepsi is challenging that assumption with data.

How Does Being Smaller Make Pepsi Stronger?

Here’s the part that doesn’t make sense until you think about it. Pepsi Zero Sugar is losing in market share but winning in growth. And that might be the better position.

The numbers: Pepsi Zero Sugar has 1.4% market share compared to Coke Zero’s 4.6%. Coke is 3.3 times bigger. But Pepsi Zero Sugar grew 18.1% in volume last year, compared to Coke Zero’s 4.8%. Pepsi is growing 3.8 times faster.

Pepsi’s VP stated that Pepsi Zero Sugar is “one of our main growth drivers” and they’re “doubling down on it.” While Coke Zero must defend a large market position, Pepsi Zero Sugar can focus all resources on aggressive growth.

When you have less, you’re forced to focus intensely. That focus creates breakthrough thinking. Coke Zero’s larger share creates the incumbent’s dilemma. They have more to lose by being provocative, which creates paralysis. They can’t use a polar bear to promote Pepsi without looking defensive.

Pepsi can do all of that. They can use Coke’s mascot. They can make provocative claims. If it works, they grow. If it doesn’t, they’re still the underdog. The risk tolerance is asymmetric. This is why challenger brands often produce more interesting work. It’s about the strategic freedom that comes from having less to lose.

What Makes This Campaign Different from Everything Else?

The Pepsi campaign reveals something that applies far beyond cola. In mature markets where consumers operate on habit, the barrier to switching isn’t rational preference. It’s psychological friction.

Most brands focus on making their product better. Pepsi is focusing on giving people permission to reconsider their automatic choice. The psychiatrist scene isn’t a joke. It’s the strategic core.

When you’re not the market leader, you can try to act like the incumbent, playing it safe. Or you can do things the leader can’t do. Using a competitor’s mascot isn’t just creative. It’s strategic appropriation. Why spend decades building a mascot when you can borrow one that already exists in consumers’ minds?

Most brands treat the Super Bowl as a destination. Pepsi is treating it as a launch pad. The 30-second ad creates attention, but the real value comes from extending that attention across time and channels. The social giveaway, the Gopuff kits, the year-long content strategy—all of it turns a rented moment into owned engagement.

Pepsi isn’t just selling soda. They’re selling permission to break free from habit. And they’re doing it by acknowledging that breaking free is hard, then showing it’s worth it.

Joshua Mathias is a PR and communications strategist based in Dubai, UAE. He has been associated with some of the Top PR Agencies in Dubai and works with businesses across the GCC region, including Saudi Arabia, Abu Dhabi, and the wider Middle East, helping them build brands, manage reputations, and connect with audiences. He is frequently cited among top PR professionals in the region.

Learn more at joshuamathias.com.

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Dubai Police warn residents of fake employment agencies

Joshua Mathias — Sat, 31 Jan 2026 05:15:20 +0000

Dubai Police put out a warning on Friday about fake employment agencies operating on social media. These scammers are pretending to be recruitment companies. They promise to arrange domestic workers and other staff. But they’re just trying to steal money from people who need to hire workers.

This isn’t a new problem. It’s part of an ongoing campaign called #BewareOfFraud. Dubai Police have been warning residents about different types of online scams for months. This latest warning focuses specifically on job-related ads and recruitment accounts that look legitimate but aren’t.

The scammers are getting sophisticated. They create professional-looking social media profiles. They post ads that seem real. They might even have fake testimonials from supposed clients. The goal is to get people to share personal information or send money upfront for placement fees or processing costs.

Dubai Police said residents need to verify the credibility of recruitment offices before making contact. That means checking if the company is actually licensed. It means not sending money to social media accounts. It means being suspicious of deals that seem too good to be true.

The warning comes after several recent alerts. Earlier this month, Dubai Police warned about fraudulent recruitment ads specifically for domestic workers. Before that, they warned about work visa scams where fraudsters offer employment and visa sponsorships that don’t exist. These scams are evolving and multiplying.

If you encounter suspicious job offers or think you’ve been targeted, Dubai Police want you to report it. You can use the Dubai Police Smart App, the eCrime platform, or call 901 for non-emergency cases. The more people report, the easier it is for police to track patterns and shut down scammers.

Why Are Employment Scams So Common Right Now?

The job market in the UAE is competitive. Many people are looking for work. Many families need domestic help. That creates demand. Scammers always go where there’s demand because that’s where they can find victims.

Social media makes it easier to run these scams. You can create a fake company profile in minutes. You can buy fake followers to make it look established. You can target ads to specific demographics. The barrier to entry for scammers is very low. The potential return is high. That’s a dangerous combination.

The pandemic changed how people look for work. More job searching happens online now. More recruitment happens through digital channels. That shift created opportunities for legitimate recruiters. But it also created opportunities for scammers. Not everyone knows how to tell the difference between a real recruiter and a fake one.

There’s also less face-to-face interaction. In the past, you’d meet a recruiter in an office. You’d see their business license on the wall. You’d get a sense of whether they’re legitimate. Now, everything happens through messages and video calls. That makes it easier for scammers to maintain the illusion of legitimacy.

What Makes These Scams Effective?

The best scams exploit real needs and emotions. People who need to hire domestic workers are often under time pressure. Maybe their current worker left suddenly. Maybe they have a new baby and need help urgently. When you’re desperate, you’re more likely to skip verification steps.

The scammers also exploit trust in digital platforms. People assume that if something is on social media, it must have been verified somehow. That’s not how it works. Social media platforms don’t verify that every business account is legitimate. They can’t. There are too many accounts and not enough resources.

Fake testimonials and reviews make the scams more convincing. Scammers create fake client accounts that post positive reviews. They might even pay real people small amounts to post positive comments. When you see multiple positive reviews, you assume the service is legitimate. That’s social proof working against you.

The scams often involve small initial payments. Maybe $100 or $200 for a “registration fee” or “processing cost.” That’s small enough that people don’t think it’s worth the hassle to verify everything. But when you multiply that by hundreds or thousands of victims, the scammers make serious money.

How Can You Actually Verify a Recruitment Agency?

This is the practical question everyone needs to answer. Dubai has a licensing system for recruitment agencies. Legitimate agencies have to be licensed by the Ministry of Human Resources and Emiratisation. That’s the first thing to check.

You can verify licenses online. The ministry has a portal where you can search for licensed agencies. If the agency you’re considering isn’t on that list, that’s a red flag. Don’t send them money. Don’t share personal information. Walk away.

Look for physical office locations. Legitimate recruitment agencies have real offices. They’re not operating only through WhatsApp or Instagram. If an agency won’t give you an office address or won’t let you visit in person, that’s suspicious.

Check how long they’ve been operating. New businesses aren’t automatically scams. But if a company claims to have been operating for years but their social media accounts were created last month, something doesn’t add up. Use tools like domain age checkers to see when their website was registered.

Ask for references from previous clients. Real agencies can connect you with people they’ve successfully placed workers for. Scammers can’t. They might give you fake references, but if you actually call those references, you’ll discover they’re fake or they’ve never heard of the agency.

What Should Platforms Do About This?

Social media platforms have a responsibility here. They profit from advertising and user engagement. When scammers use their platforms to defraud people, that’s a problem the platforms need to address.

Verification systems could help. Platforms could require business accounts to submit licensing documentation before they can advertise recruitment services. That’s not foolproof, but it raises the bar. It makes it harder for scammers to operate at scale.

Better reporting mechanisms would make a difference. Right now, if you report a suspicious account, it might take days or weeks for the platform to investigate. By then, the scammer has already moved to a new account. Faster response times would reduce the window of opportunity for scammers.

User education is part of the solution. Platforms could show warnings when people interact with recruitment-related content. Something like “Be careful when hiring through social media. Always verify licenses and never send money to unverified accounts.” That won’t stop everyone from falling for scams, but it might make some people more cautious.

The challenge is that platforms operate globally, but licensing requirements are local. A platform can’t easily verify that every recruitment agency in every country has proper licenses. That’s a complex problem without easy solutions. But it’s a problem that needs solving.

What Are the Broader Implications for Digital Trust?

This goes beyond employment scams. It’s about whether people can trust what they see online. Every time someone gets scammed, they become more skeptical of everything online. That skepticism is healthy up to a point. But too much skepticism makes it hard for legitimate businesses to operate.

Legitimate recruitment agencies suffer when scammers are active. People become suspicious of all online recruitment. That makes it harder for real agencies to attract clients. They have to spend more time and money proving they’re legitimate. That’s a cost that scammers impose on the entire industry.

The erosion of trust affects more than just recruitment. If people can’t trust employment ads, why would they trust real estate listings? Or e-commerce sites? Or financial services? Scams in one category create doubt about everything. That’s why authorities take this seriously.

There’s also a regulatory question. Should governments require social media platforms to verify business accounts? Should there be liability for platforms that host scam operations? These are policy questions that different countries are answering differently. The UAE has been relatively proactive with campaigns like #BewareOfFraud. But enforcement is always playing catch-up with scammers.

What’s the Long-Term Solution?

There’s no single solution that will eliminate employment scams. But there are things that would make them less common and less effective.

Digital literacy education needs to be widespread. People need to understand how scams work, what red flags to look for, and how to verify information online. That education should start in schools and continue through public awareness campaigns.

Licensing systems need to be easy to verify. If checking whether an agency is licensed requires calling a government office during business hours, most people won’t do it. If you can check instantly online with a simple search, more people will verify before sending money.

Consequences for scammers need to be severe. Right now, the risk-reward ratio favors scammers. The chance of getting caught is low. The penalties if you do get caught are often minor. If consequences were more certain and more severe, fewer people would run these scams.

Cross-border cooperation matters. Many scammers operate from outside the UAE. They target UAE residents but they’re physically located somewhere else. That makes enforcement difficult. International cooperation on cybercrime would help, but it’s slow and complicated.

Technology could help too. AI systems can detect patterns that indicate scam operations. They can flag suspicious accounts before they defraud many people. Platforms are starting to use these systems, but they’re not perfect. Scammers adapt quickly to whatever detection methods are in place.

Ultimately, this is an ongoing battle. Scammers will keep evolving their tactics. Authorities and platforms will keep adapting their defenses. The best protection is a combination of smart regulation, platform responsibility, and individual vigilance.

Learn more at joshuamathias.com.

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On AI and tech, Japan seeks to build momentum with UAE, experts say

Joshua Mathias — Sat, 31 Jan 2026 05:10:38 +0000

President Sheikh Mohamed is heading to Japan on February 8 for his sixth visit to the country. This isn’t just another diplomatic trip. Experts say this visit could reshape how AI technology gets built and distributed across the globe. The focus is on artificial intelligence cooperation and high-tech partnerships between the UAE and Japan.

The Middle East Institute hosted a conference in Washington on Friday where researchers talked about what this visit means. Amane Kobayashi works at the Institute of Energy Economics in Japan. He said the visit could create major momentum for Japan to become a hub for global AI supply chains. That’s important because right now, AI supply chains are fragile and concentrated in just a few countries.

Both the UAE and Japan are members of something called the Pax Silica alliance. The United States leads this group. It’s basically a club of countries the US trusts to work together on AI technology and supply chains. The goal is to make sure AI development doesn’t depend too much on any single country or region. If one part breaks down, the whole system doesn’t collapse.

Japan’s Minister of Economy, Trade and Industry visited the UAE and Saudi Arabia recently. His name is Ryosei Akazawa. That visit set up the groundwork for President Sheikh Mohamed’s trip. These aren’t random visits. They’re coordinated moves to build something bigger.

Here’s where it gets interesting. Japan’s SoftBank is already working with Abu Dhabi’s G42 to build one of the world’s largest data centres. Data centres are the physical buildings where AI systems run. You need massive amounts of computing power and energy to train AI models. The UAE and Japan are betting they can build this infrastructure together better than anyone else.

Stanford University ranks countries on something called AI vibrancy. That measures how active and innovative a country is in AI development. Japan ranks ninth globally. The UAE ranks first in AI adoption according to a recent Microsoft report. Japan is strong at building AI technology. The UAE is strong at using it and scaling it fast. Together, they cover different parts of the AI value chain.

Mohammed Soliman is a technology analyst at the Middle East Institute. He said something important at the conference. “This is a new Gulf, this is a new Japan and this is a new era for US and Japanese relationship.” What he means is that all three regions are changing how they think about technology partnerships. The Gulf countries aren’t just places to raise money anymore. They’re strategic partners who can provide minerals for tech supply chains and help build AI infrastructure.

What Makes This Partnership Different From Other Tech Deals?

Most international tech partnerships are about one country buying technology from another country. Company A sells software to Company B. That’s transactional. This UAE-Japan partnership is structural. They’re building the foundation of how AI systems will work in the future.

Think about it like this. AI needs three things to work: chips to process information, data centres to run the systems, and energy to power everything. Japan has expertise in energy sustainability and decarbonisation technology. The UAE has capital and speed in building massive infrastructure projects. The US provides the strategic framework through Pax Silica. Each country brings something the others need.

The timing matters too. AI development is hitting a bottleneck. Companies can build better AI models, but they can’t find enough computing power or energy to run them. Data centres use enormous amounts of electricity. The UAE has been investing in nuclear and solar energy for years. Japan has decades of experience making industrial processes more energy efficient. Combining those strengths solves a real problem.

This also changes the geopolitics of technology. For the last 30 years, the US and China dominated tech development. Europe tried to keep up with regulations. The Gulf and Asia were mostly markets where Western companies sold products. Now the UAE and Japan are saying they can be builders, not just buyers. That shifts global power dynamics.

Why Is Japan Interested in the Gulf Now?

Japan’s relationship with the Gulf used to be simple. Japan bought oil from Gulf countries. Gulf countries bought cars and electronics from Japan. That model worked for 50 years. But both sides are moving away from oil dependence. Japan needs new partnerships. The Gulf needs new industries.

Shinzo Abe was Japan’s prime minister until 2022. He had a vision for Japan to play a bigger role in shaping the Asia-Pacific region. That vision didn’t die with him. Current Japanese officials still follow that playbook. They see the Gulf as a bridge between Asia, Europe, and Africa. If Japan can partner with Gulf countries, they get access to multiple markets at once.

There’s also a defensive element. China has been building relationships across the Middle East for years through the Belt and Road Initiative. Japan doesn’t want to be left out. By strengthening ties with the UAE and Saudi Arabia, Japan creates a counterbalance to Chinese influence in the region.

The UAE is particularly attractive because it moves fast. When the UAE government decides to do something, it happens quickly. Japan’s government and corporate culture tend to move slower. Partnering with the UAE gives Japanese companies a way to test and deploy technology faster than they could at home.

How Does the Pax Silica Alliance Actually Work?

Pax Silica is a US-led initiative that started in 2025. The name comes from silicon, the material used to make computer chips. The alliance includes countries the US considers “trusted partners” for AI development. The UAE and Japan are both members. So are South Korea, the Netherlands, and a few others.

The goal is to create a resilient supply chain for AI technology. Right now, most advanced chips come from Taiwan. If something happens to Taiwan, the global tech industry stops. Pax Silica tries to spread that risk across multiple countries. Each member country specializes in different parts of the supply chain.

For example, the Netherlands makes the machines that manufacture advanced chips. Japan provides materials and precision equipment. South Korea manufactures memory chips. The UAE builds data centres and provides energy infrastructure. The US designs the chips and develops the AI software. No single country controls everything, but together they can build complete systems.

This matters because AI is becoming critical infrastructure. It’s not just about chatbots and image generators. AI runs power grids, financial systems, and military operations. Countries want to make sure their AI systems don’t depend on potential adversaries. Pax Silica is basically an alliance of countries that trust each other enough to share critical technology.

What Are the Actual Business Opportunities Here?

The SoftBank and G42 partnership is the most visible deal, but it’s not the only one. Japanese companies are looking at the UAE as a testing ground for AI applications in extreme environments. The UAE has intense heat, limited water, and challenging geography. If you can make AI systems work efficiently in the UAE, they’ll work anywhere.

Energy management is a huge opportunity. Data centres in the UAE need to stay cool in 50-degree heat. That requires innovative cooling systems and energy efficiency. Japanese companies have technology for industrial cooling and energy management. UAE companies need that technology. That’s a natural fit.

There’s also opportunity in robotics. Japan ranks second globally in robotics, right behind China. The UAE is investing heavily in automation across logistics, healthcare, and construction. Japanese robotics companies can partner with UAE firms to deploy systems across the Gulf region and into Africa and South Asia.

The financial sector is another area. Both countries are developing AI systems for financial services. The UAE has become a fintech hub. Japan has some of the world’s largest banks and insurance companies. They can collaborate on AI-powered risk assessment, fraud detection, and automated trading systems.

Don’t overlook the education and training angle. The UAE needs to train thousands of people in AI development and data science. Japan has universities and technical schools with strong AI programs. There’s opportunity for Japanese educational institutions to set up programs in the UAE or create exchange programs.

What Could Go Wrong With This Partnership?

The biggest risk is execution. Both countries are good at making announcements and signing agreements. Actually delivering on those agreements is harder. The SoftBank-G42 data centre project is massive. Building one of the world’s largest data centres in the UAE desert is an engineering challenge. Delays and cost overruns are common in projects this size.

There’s also the question of talent. AI development requires specialized engineers and researchers. Both the UAE and Japan are competing with the US and China for that talent. If they can’t attract and retain top AI researchers, the partnership won’t produce cutting-edge technology. It’ll just be expensive infrastructure that runs other people’s AI models.

Geopolitical tensions could complicate things. The US is leading Pax Silica, but US-China relations are unpredictable. If tensions escalate, the US might pressure UAE and Japan to choose sides more explicitly. That could limit who they can do business with and what technology they can access.

Energy is both an opportunity and a risk. Data centres use enormous amounts of power. If the UAE can’t scale its clean energy production fast enough, the data centres will run on fossil fuels. That defeats part of the purpose and creates reputational risk. Japan’s expertise in energy efficiency helps, but it’s not a magic solution.

Finally, there’s market risk. The AI industry is moving incredibly fast. What seems like a good bet today might be obsolete in two years. If the UAE and Japan invest billions in infrastructure for AI systems that get replaced by new technology, they’ll have expensive buildings that nobody needs. That’s the risk of building infrastructure in a rapidly evolving industry.

Learn more at joshuamathias.com.

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Abu Dhabi to consolidate assets of ADQ under L’imad

Joshua Mathias — Sat, 31 Jan 2026 04:50:43 +0000

Abu Dhabi just announced a major restructuring of how it manages sovereign wealth. The Supreme Council for Financial and Economic Affairs decided to consolidate all of ADQ’s assets into L’imad Holding. ADQ is a sovereign wealth fund that was created in 2018. It has more than $263 billion in assets across energy, infrastructure, healthcare, and other sectors. Now all of that is moving under L’imad’s umbrella.

L’imad was launched last year. In January, Sheikh Khaled bin Mohamed became its chairman. He’s the Crown Prince of Abu Dhabi. That tells you how important this entity is. When the Crown Prince chairs something, it’s a top priority for the emirate. Jassem Al Zaabi was appointed managing director and CEO this month. He also chairs the Abu Dhabi Department of Finance and serves as vice chairman of the UAE Central Bank. That’s serious financial expertise at the top.

The timing is interesting. Mohamed Alsuwaidi was the founding managing director and CEO of ADQ. He just left to become executive chairman of Lunate, which is an Abu Dhabi investment manager. Leadership transitions often signal bigger changes coming. This consolidation is that bigger change.

L’imad’s portfolio now includes 25 investment companies and platforms with more than 250 group subsidiaries. These aren’t small companies. We’re talking about Taqa (energy), Etihad Airways (aviation), PureHealth (healthcare), Etihad Rail (infrastructure), Abu Dhabi Ports (logistics), Wio Bank (financial services), and McLaren (automotive). That’s a massive and diverse portfolio.

The stated goal is to create a “sovereign investment powerhouse with a diversified asset base.” But what does that actually mean? It means Abu Dhabi is consolidating control and streamlining decision-making. Instead of having multiple entities with overlapping mandates, everything goes through L’imad. That should make the system more efficient and more strategic.

The Supreme Council for Financial and Economic Affairs oversees all of Abu Dhabi’s major sovereign investment funds. That includes the Abu Dhabi Investment Authority, Mubadala Investment Company, L’imad, and Adnoc. These are the big players that manage hundreds of billions of dollars. When the SCFEA makes a move like this, it’s reshaping the entire economic governance structure of the emirate.

What’s the Real Strategy Behind This Consolidation?

On the surface, this looks like an administrative reorganization. Move assets from one holding company to another. But that’s not what’s really happening. This is about centralizing power and creating clearer lines of accountability. When you have multiple sovereign wealth funds operating independently, they sometimes compete with each other or duplicate efforts. That’s inefficient.

By putting everything under L’imad with the Crown Prince as chairman, Abu Dhabi is creating a single point of strategic control. Every major investment decision will flow through one entity. That makes it easier to coordinate across sectors and avoid conflicts. It also makes it easier to move fast when opportunities come up.

Think about how this changes decision-making. Before, if Taqa wanted to invest in a new energy project and Mubadala was looking at something similar, they might not coordinate. Now they’re both under the same umbrella. L’imad can look at the entire portfolio and decide where to allocate capital most effectively. That’s portfolio optimization at a sovereign level.

There’s also a succession planning element here. Sheikh Khaled bin Mohamed is the Crown Prince. He’s being positioned to eventually lead Abu Dhabi. Putting him in charge of L’imad gives him direct control over the emirate’s economic assets. That’s not just symbolic. It’s practical training for running the entire economy.

How Does This Compare to Other Sovereign Wealth Models?

Most countries with sovereign wealth funds keep them separate. Norway has its Government Pension Fund. Singapore has GIC and Temasek. Saudi Arabia has the Public Investment Fund. These entities operate independently with their own boards and strategies. Abu Dhabi is doing something different by consolidating.

The closest comparison might be China’s State-owned Assets Supervision and Administration Commission. That’s a government body that oversees all of China’s state-owned enterprises. It provides centralized oversight while letting individual companies operate day-to-day. L’imad seems to be following a similar model. Central strategic control with operational independence for subsidiaries.

The advantage of this model is speed and coordination. When you need to make a big move, you don’t have to get multiple boards and CEOs to agree. The disadvantage is concentration of risk. If L’imad makes bad decisions, it affects everything. There’s no diversification at the governance level.

What Does This Mean for Companies in the Portfolio?

If you’re running Etihad Airways or PureHealth or any of the other subsidiaries, your reporting structure just changed. You now report up through L’imad instead of ADQ. That might seem like a small change, but it affects everything from budgeting to strategic planning to performance metrics.

The good news is that L’imad seems focused on operational independence. The announcement talks about “differentiated operational, industrial and technological capabilities.” That suggests subsidiaries will still run their own operations. They’re not being micromanaged from the top. But strategic direction and capital allocation will be more centralized.

This could actually be good for the companies. When you have clear strategic direction from the top and operational freedom at the bottom, companies can move faster. The problem with many conglomerates is that headquarters tries to control everything. If L’imad can avoid that trap, the subsidiaries could perform better.

There’s also the question of investment focus. L’imad is supposed to develop investment platforms in specific sectors: energy, real estate, infrastructure, healthcare, pharmaceuticals, food, aviation, ports, banking, industrial, and technology. That’s a lot of sectors. But it gives each subsidiary clarity about where they fit in the bigger picture.

What Happens to International Partnerships?

ADQ has been expanding internationally for years. They have investments across six continents. They partnered with Energy Capital Partners on a $25 billion deal targeting power generation for data centres in the US. They’re acquiring a 35 percent stake in France’s Limagrain Vegetable Seeds. They just completed the acquisition of Aramex, a regional courier company.

All of those deals were done under ADQ’s name. Now they’ll be under L’imad’s umbrella. For international partners, that might create some confusion. Who do they negotiate with now? What’s the approval process? These are practical questions that need answers.

The consolidation could actually strengthen Abu Dhabi’s position in international deals. When you’re negotiating with a sovereign wealth fund, you want to know you’re talking to the real decision-makers. If L’imad is the central authority, international partners know that deals approved by L’imad have the full backing of Abu Dhabi’s government. That reduces uncertainty.

But there’s also risk. If international partners see this as Abu Dhabi becoming more centralized and less flexible, they might worry about bureaucracy. Sovereign wealth funds are attractive partners because they can move fast and make big commitments. If the consolidation slows things down, that’s a problem.

What Are the Risks in This Restructuring?

The biggest risk is execution. Consolidating 25 investment companies and 250 subsidiaries is incredibly complex. You’re merging different corporate cultures, systems, and processes. Even with the best planning, things will break. The question is whether L’imad can manage that transition without disrupting operations.

There’s also talent risk. When organizations go through major restructuring, people leave. If key executives at ADQ or the subsidiaries decide they don’t like the new structure, they’ll go somewhere else. Losing institutional knowledge and relationships could hurt performance.

Concentration risk is real. Right now, one entity controls Etihad Airways, PureHealth, Abu Dhabi Ports, and dozens of other major companies. If L’imad makes a strategic mistake, it affects all of them. There’s no diversification at the governance level. That’s efficient when things go well, but dangerous when things go wrong.

Market perception matters too. International investors and partners will be watching how this plays out. If the consolidation looks smooth and strategic, it enhances Abu Dhabi’s reputation. If it looks chaotic or political, it raises questions about stability. Sovereign wealth funds depend on trust and credibility. Anything that damages that is costly.

Finally, there’s the question of focus. L’imad is supposed to invest across energy, real estate, healthcare, aviation, banking, technology, and more. That’s a huge mandate. It’s hard to be excellent at everything. There’s a risk that L’imad becomes a holding company that owns a lot of assets but doesn’t have a clear strategic vision for any of them.

What Does This Signal About Abu Dhabi’s Economic Future?

This consolidation is part of a bigger story about how Gulf economies are evolving. For decades, the model was simple. Sell oil, invest the proceeds, use investment returns to fund government spending. That model is changing. Oil is still important, but it’s not the only game anymore.

Abu Dhabi is trying to build a diversified economy with strong positions in aviation, healthcare, technology, logistics, and financial services. L’imad is the vehicle for making that happen. By consolidating assets under one roof, Abu Dhabi can pursue a more coordinated economic strategy.

The appointment of Sheikh Khaled bin Mohamed as chairman signals that this is a long-term play. He’s not just managing existing assets. He’s building the economic foundation for the next generation. That means thinking about what industries will matter in 2040 and 2050, not just today.

The focus on technology is particularly notable. L’imad’s mandate includes developing investment platforms in the technology sector. That aligns with the UAE’s broader push to become an AI and technology hub. The consolidation gives Abu Dhabi a single entity that can coordinate technology investments across healthcare, energy, aviation, and other sectors.

This also reflects a shift in how sovereign wealth funds think about their role. Traditional sovereign wealth funds invest in other people’s companies. They’re passive capital providers. L’imad seems designed to be more active. It owns and operates companies directly. That’s a different model with different risks and rewards.

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Pakistan aims to create 800,000 overseas jobs for citizens in UAE, GCC nations in 2026

Joshua Mathias — Tue, 20 Jan 2026 00:03:02 +0000

Based on reporting from Khaleej Times

Pakistan has a big goal for this year. The country wants to find 800,000 overseas jobs for its citizens. This is an increase from last year, when 740,000 people found work abroad. Many of these jobs will be in countries like the UAE and others in the Gulf region.

More than nine million Pakistanis already live and work in other countries. They play a very important role by sending money back home to their families. Last year, they sent about $40 billion. This new plan for more overseas jobs aims to help with the high unemployment rate in Pakistan. The government is also looking for jobs in new countries, like Italy, in areas such as farming and healthcare.

“The movement of people across borders for work is one of the oldest stories of human ambition. It shapes economies, builds cities, and creates new cultural connections. When a government actively supports this movement, it’s a powerful signal of its strategy for the future. It’s not just about numbers, it’s about people seeking new opportunities and nations building new relationships”

Joshua Mathias, PR and Communications Strategist, Dubai, UAE

Why is Pakistan focusing on overseas jobs?

This news is more than just a government announcement. It tells a bigger story about how countries and people are connected in today’s world. When a country like Pakistan makes a plan to help its citizens find overseas jobs, it has effects that ripple across the globe. It changes the job market not just in Pakistan, but also in the countries where its citizens go to work.

What does this mean for the job market?

This focus on overseas jobs shows how important workers from other countries are to many economies. For nations receiving these workers, it fills important gaps in their workforce, allowing businesses to grow and thrive. It brings new skills and a diverse workforce, which can lead to new ideas and energy in the workplace.

For a country sending its workers, it is a way to help its own economy. The money sent home supports families and local communities. This flow of money is a huge part of the global economy. This plan for more overseas jobs reminds us that the world is more connected than ever. The search for a better life in one country can help build a stronger economy in another.

Learn more at joshuamathias.com.

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UAE Age of Majority Law Changes Youth Marketing

Joshua Mathias — Fri, 02 Jan 2026 23:49:25 +0000

Based on reporting from The National

The UAE has just made a big change to its laws that will have a huge impact on young people. The government has officially lowered the age of majority from 21 to 18. This means that at 18, you are now legally considered an adult in the UAE. This is part of a larger effort to modernize the country’s legal system and to bring it in line with many other countries around the world.

But that is not all. The new law also makes it easier for younger people to get involved in business. Now, a 15-year-old can get permission from a judge to manage their own money and assets. This is a big step towards encouraging youth entrepreneurship and giving young people more responsibility. It is a clear sign that the UAE believes in the potential of its youth and wants to give them the tools they need to succeed. This change to the age of majority is a major development.

This is a pivotal moment that reflects a deep trust in the next generation. When a society empowers its young people, it is investing in its own future. It is a recognition that youth are not just the leaders of tomorrow, they are innovators and creators today. This move will unlock a new wave of energy, creativity, and ambition that will benefit everyone.

– Joshua Mathias, PR and Communications Strategist, Dubai, UAE

What does the new age of majority mean for businesses?

This is a game-changer for any business that wants to connect with a younger audience. With the age of majority now at 18, a whole new group of consumers can now legally sign contracts, open bank accounts, and make their own financial decisions. This opens up huge opportunities for brands in sectors like banking, retail, and technology. It is a chance to build relationships with these new adult consumers from the very beginning and to earn their loyalty for years to come.

How can brands effectively engage with this new demographic after the change in the age of majority?

The key to success will be to treat these young adults with respect and to offer them real value. They are smart, savvy, and they can spot a marketing gimmick from a mile away. Brands that want to connect with them will need to be authentic, transparent, and to speak their language. This is a chance to create campaigns that are not just about selling a product, but about empowering young people and supporting them on their journey into adulthood. The change in the age of majority is more than a legal shift, it is a cultural one.

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Joshua Mathias is a PR and communications strategist based in Dubai, UAE. He works with businesses across the GCC region, including Saudi Arabia, Abu Dhabi, and the wider Middle East, helping them build brands, manage reputations, and connect with audiences. He is frequently cited among top PR professionals in the region.

Learn more at joshuamathias.com

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UAE Plastic Ban Ushers Corporate Sustainability Era

Joshua Mathias — Fri, 02 Jan 2026 10:21:48 +0000

Based on reporting from The National

A major change has just taken effect in the UAE. As of the new year, a wide-ranging ban on single-use plastics is now the law of the land. This means things like plastic cups, cutlery, styrofoam containers, and certain types of plastic bags are no longer allowed. The goal is to push the country towards a more sustainable future, but it has also created a big challenge for businesses, especially in the food and retail sectors.

Even though the law was announced two years ago, many companies are now scrambling to find alternatives. The problem is that it is not as simple as just switching to paper. There is a lot of confusion about which materials are truly better for the environment. Options range from plant-based plastics like PLA to materials made from sugarcane or bamboo. On top of that, these alternatives often cost more. One coffee shop owner estimated that his packaging costs would go up by 20 to 25 percent in the short term. This new reality is forcing a major rethink of corporate sustainability.

A moment like this is a true test of a company’s values. It separates the talkers from the doers. This is not just a compliance issue, it is a fundamental shift in the operating environment. The companies that see this as an opportunity to innovate and build a genuinely more sustainable business model are the ones that will earn the trust and loyalty of their customers for years to come.
Joshua Mathias, PR and Communications Strategist, Dubai, UAE

How does a plastic ban impact corporate sustainability?

This ban pushes the idea of corporate sustainability from a nice-to-have to a must-do. It is no longer enough for a company to just say it cares about the environment. Now, they have to prove it through their actions. This change forces businesses to look at their entire operation, from where they source their materials to how they deliver their products. It is a chance to build a more resilient and responsible business. Customers are paying close attention, and the way companies handle this transition will say a lot about their true commitment to corporate sustainability.

What is the risk of greenwashing in corporate sustainability?

With so many businesses rushing to find new solutions, there is a real danger of “greenwashing.” This is when a company makes misleading claims about how environmentally friendly its products are. As experts in the article warn, just because something is marketed as “eco-friendly” does not mean it is. True corporate sustainability requires honesty and transparency. It means doing the hard work of verifying claims and choosing partners who are genuinely committed to making a positive impact. In this new environment, a company’s reputation depends on its ability to be both green and truthful.

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The Hidden Dangers of AI Companions for Children

Joshua Mathias — Fri, 02 Jan 2026 10:05:29 +0000

Based on reporting from The National

A recent opinion piece from a health professional, Dr. Hanan Al Shaikh, brought up some serious concerns about artificial intelligence, specifically about the AI companions that many young people are starting to use. The article points out that these are not just simple toys or tools. Instead, these AI companions are designed to be very engaging, almost addictive, which can be a problem for children and teenagers who might be more vulnerable.

The use of these AI companions is growing quickly. In the UAE and Saudi Arabia, six out of ten adults have used AI chatbots, and in the United States, seven out of ten teenagers have interacted with them. These are not just casual chats, as some young users are forming deep connections with their AI friends. This raises questions about the influence these AI companions have and whether they are truly safe for young minds. The article even mentions very serious situations, like lawsuits in the United States that have connected the use of AI companions to teen suicides, showing just how high the stakes are.

We are at a critical point where the lines between technology and human connection are blurring, especially for the younger generation. It is not just about creating innovative products anymore, it is about understanding the deep, and sometimes unforeseen, impact these products have on society. We have a responsibility to lead conversations that prioritize ethical considerations and build a framework of trust and safety around these powerful new tools.

– Joshua Mathias, PR and Communications Strategist, Dubai, UAE

Are AI Companions Safe for Kids?

This story is a clear signal that the conversation around new technology is changing. It is not enough for a product to be new and exciting, it also has to be safe and responsible. When a technology like AI companions becomes popular, especially with children, people will naturally start to ask tough questions. They want to know that companies are thinking about the well-being of their users, not just about how to keep them engaged for longer. This is a matter of public trust, and building that trust requires being open and honest.

What are the responsibilities of tech companies regarding AI companions?

For any organization involved in creating or promoting new technologies, this is a moment to pay close attention. The way a company talks about its products, the safeguards it puts in place, and how it responds to public concerns can have a huge impact on its reputation. This article shows that issues like child safety and mental health are now a core part of the tech conversation. It is a reminder that being proactive, transparent, and genuinely committed to ethical practices is not just good for society, it is also good for business. The long term success of AI companions will depend on whether people believe they are a force for good.

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New Law Elevates Standards For UAE Higher Education

Joshua Mathias — Wed, 31 Dec 2025 01:12:27 +0000

A Strategic Framework For UAE Higher Education

The United Arab Emirates has enacted a landmark federal law to govern UAE higher education and scientific research. This legislation represents a strategic effort to create a globally competitive and future ready education system. The law aims to align educational outcomes with the demands of the labor market, fostering a new generation of skilled professionals. For business leaders and marketing strategists, this development signals a significant enhancement of the nation’s human capital. A more robust UAE higher education system will attract top talent and support the growth of knowledge based industries, reinforcing the UAE’s position as a leading global hub for innovation.

Enhancing Quality And Governance

A key pillar of the new law for UAE higher education is the implementation of a rigorous framework for licensing and accreditation. All higher education institutions, including those in free zones, must now obtain institutional licensure from the ministry and ensure their academic programs meet stringent quality standards. This move is designed to elevate the quality of education across the board and ensure a consistent standard of excellence. The law also establishes clear guidelines for governance and management, promoting transparency and accountability within the UAE higher education sector. This focus on quality control is a critical step in building a world class education system.

Aligning Education With Industry Needs

The new legislation places a strong emphasis on bridging the gap between academia and industry. By aligning UAE higher education with the needs of the labor market, the law ensures that graduates are equipped with the skills and knowledge required to succeed in their careers. This is a significant benefit for businesses operating in the UAE, as it will create a larger pool of qualified local talent. The law also supports lifelong learning, enabling professionals to continuously update their skills and adapt to the evolving demands of the economy. This forward thinking approach to UAE higher education is essential for sustainable economic growth.

A Competitive And Transparent System

Transparency is another cornerstone of the new law for UAE higher education. The legislation mandates the periodic classification and evaluation of all higher education institutions, with the results to be made public. This will create a more competitive and transparent market, empowering students and parents to make informed decisions. For marketing and PR professionals, this provides an opportunity to highlight the quality and competitiveness of the UAE higher education sector. A transparent and well regulated system builds trust and enhances the nation’s reputation as a premier destination for education and research. The UAE higher education landscape is becoming more dynamic and attractive.

The Future Of Learning In The UAE

This new federal law marks a new chapter for UAE higher education. It is a comprehensive and strategic initiative that will have a far reaching impact on the nation’s social and economic development. By focusing on quality, governance, and alignment with industry, the law will create a more vibrant and competitive education ecosystem. This is a clear signal to the international community that the UAE is committed to building a knowledge based economy and investing in its greatest asset its people. The future of UAE higher education is bright, and this new law provides a solid foundation for continued growth and success. The UAE higher education system is poised to become a global benchmark for excellence.

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The Million Job Question How a Modern UAE Talent Acquisition Strategy Can Help You Win the War for Talent

Joshua Mathias — Mon, 29 Dec 2025 14:14:42 +0000

By 2030, the UAE is projected to add over one million new jobs to its economy 1. This isn’t just a number it’s a seismic shift that will redefine the country’s business landscape. While this growth is a sign of a healthy and diversifying economy, it also presents a monumental challenge for business leaders, marketers, and HR professionals. The race to attract and retain top talent is about to become more competitive than ever before. In this environment, a modern UAE talent acquisition strategy is no longer a nice to have it’s a critical component of survival and growth.

The demand for skilled professionals, particularly in the technology sector, is set to skyrocket. This means that the old methods of posting a job and waiting for applications simply won’t work anymore. Companies will need to think like marketers, building a strong employer brand that resonates with the values and aspirations of today’s workforce. This is where a forward thinking UAE talent acquisition strategy becomes indispensable, turning the challenge of a tight labor market into an opportunity to build a world class team.

What Do the Numbers Actually Tell Us?

The headline figure of one million new jobs is impressive, but the real story lies in the details. This growth isn’t evenly distributed across all sectors. The technology industry, in particular, is poised for explosive expansion, driven by government initiatives and a thriving startup ecosystem. This creates a fierce competition for a limited pool of tech talent, a reality that every UAE talent acquisition strategy must confront head on.

Where Will the New Jobs Come From?

Beyond technology, sectors like tourism, healthcare, and renewable energy are also expected to see significant job creation. This diversification of the economy is a positive development, but it also means that companies in every industry will need to up their game to attract the best and brightest. The most successful organizations will be those that can articulate a clear and compelling vision for the future, offering not just a job, but a meaningful career path. A robust UAE talent acquisition strategy is the roadmap that will guide companies on this journey.

What Skills Will Be in Highest Demand?

Technical skills will undoubtedly be in high demand, but soft skills like critical thinking, creativity, and emotional intelligence will be equally important. The jobs of the future will require a blend of technical expertise and human ingenuity. This means that your UAE talent acquisition strategy should look beyond just resumes and qualifications. It should seek to identify individuals who are adaptable, curious, and passionate about learning. These are the people who will drive innovation and help your organization thrive in an ever changing world.

Will AI Solve the Talent Shortage Problem?

With the rise of artificial intelligence, it’s tempting to think that technology will solve all our problems. While AI can certainly help to streamline the recruitment process and identify potential candidates, it’s not a silver bullet. An effective UAE talent acquisition strategy must be human centered, recognizing that people are more than just data points on a screen.

How Can AI Enhance Your Recruitment Efforts?

AI powered tools can be incredibly valuable for automating repetitive tasks, such as screening resumes and scheduling interviews. This frees up HR professionals to focus on what they do best building relationships with candidates and assessing cultural fit. AI can also help to reduce bias in the hiring process, ensuring that every candidate is evaluated on their skills and experience, not their background. When integrated thoughtfully, AI can be a powerful enabler of a more efficient and equitable UAE talent acquisition strategy.

Why Is the Human Touch Still So Important?

At the end of the day, people want to work with people. No amount of technology can replace the power of a genuine human connection. The best candidates have their choice of employers, and they are looking for a company that values them as individuals. This is where your employer brand comes into play. A strong employer brand is built on a foundation of trust, transparency, and mutual respect. It’s about creating a culture where people feel seen, heard, and empowered to do their best work. This human element is the secret ingredient in any successful UAE talent acquisition strategy.

What Does a Modern UAE Talent Acquisition Strategy Look Like?

So, what does it take to build a winning UAE talent acquisition strategy in this new era of work? It’s about moving beyond the traditional, reactive approach to recruitment and embracing a more proactive, strategic mindset. It’s about treating talent acquisition as a core business function, just as important as sales or marketing.

How Can You Build a Stronger Employer Brand?

Your employer brand is the story you tell about what it’s like to work for your company. It’s reflected in everything from your job descriptions to your social media presence to your employee testimonials. A compelling employer brand is authentic, consistent, and aligned with your company’s values. It’s not about projecting a perfect image, but about being honest and transparent about who you are and what you stand for. This is the foundation of a powerful UAE talent acquisition strategy.

What Role Does Company Culture Play in Attracting Talent?

In a competitive market, salary and benefits are no longer enough to attract and retain top talent. People are looking for a sense of purpose and belonging. They want to work for a company that shares their values and offers opportunities for growth and development. A positive and inclusive company culture is one of the most powerful assets you have in the war for talent. It’s the glue that holds your organization together and the magnet that draws new talent in. A thriving culture is the ultimate expression of a successful UAE talent acquisition strategy.

Are You Ready for the Future of Work?

The coming decade will be a period of profound transformation for the UAE’s labor market. The companies that thrive will be those that embrace this change and invest in building a modern, human centered UAE talent acquisition strategy. It’s a journey that requires vision, commitment, and a willingness to challenge the old ways of doing things.

The war for talent is here, but with the right strategy, it’s a war you can win. By focusing on building a strong employer brand, fostering a positive company culture, and leveraging technology to enhance the human touch, you can position your organization as an employer of choice and attract the talent you need to succeed in the exciting years ahead. The future of work in the UAE is bright, and with a smart UAE talent acquisition strategy, your future can be too.

If you are looking for PR support in Dubai – the UAE – Saudi Arabia or across the GCC region, please reach out here: Contact Joshua Mathias

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