Ghada Ismail

PARAGON is rethinking what workspaces can be. With smart design, built-in services, and a strong focus on community, its developments go beyond real estate; they support how people actually work and grow. At the center of this vision is WORK IN, a ready-to-operate workspace model built for startups and SMEs in Egypt’s New Administrative Capital.

“We’re not just imagining that future—we’re building it,” says Ahmed Shaarawy, VP of Commercial Affairs at Paragon Developments. In this interview, he shares how PARAGON is creating smarter, more sustainable workspaces and why the model is ready to scale beyond Egypt.

What workspace features do startups value most today, and how does WORK IN deliver on them?

Today’s startups and SMEs prioritize flexibility, scalability, operational efficiency, and access to value-added services—and WORK IN at PARAGON.3 was purposefully designed to meet these needs. Located in a prime spot in the heart of the New Administrative Capital’s Financial District—directly facing the Presidential Palace—WORK IN delivers more than just office space; it offers a fully integrated, future-ready regenerative space that embodies PARAGON’s core pillars: Design, Community, Innovation, and Sustainability. 

Paragon adopts a ready-to-operate model that eliminates barriers

Understanding the challenges startups face—such as limited resources, setup delays, and operational complexities—we created a ready-to-operate model that eliminates these barriers. WORK IN offers a range of smart, fully serviced office spaces between 15 and 50 square meters, allowing businesses to scale seamlessly as they grow. Each unit is supported by high-speed internet, reception services, printing facilities, relaxation lounges, and concierge assistance, all within a professional and adaptable setting.

What truly sets WORK IN apart is the comprehensive ecosystem built around it. Clients gain access to marketing, legal, and accounting services, giving them a competitive edge and allowing them to focus solely on growth. In addition, of course, to PARAGON HUB, which offers dynamic spaces for meetups, events, and endless networking opportunities.—empowering them to focus on growth while we handle the rest.

By integrating smart design, operational support, and community-building features, WORK IN is not only redefining modern workspaces—it’s shaping the future of professional environments in Egypt, fostering innovation, collaboration, and long-term business success.

What operational challenges did you overcome in launching a smart & sustainable workspace model? 

Launching a smart workspace model like WORK IN required overcoming a range of operational challenges, particularly within Egypt’s regulatory and infrastructure landscape. Implementing an intelligent, tech-integrated environment meant aligning multiple systems—from IoT-enabled sensors and centralized Building Management Systems (BMS) to user-facing mobile applications that enhance accessibility and control. Ensuring these technologies worked seamlessly required close collaboration with tech partners, construction teams, and regulatory bodies, all while maintaining our high standards of functionality, comfort, and sustainability.

At PARAGON, we turned these challenges into opportunities to innovate. By embedding sustainability and smart systems into every stage of development, we’ve created regenerative workspaces that not only meet global efficiency standards but are also tailored to the Egyptian context. Our strategic partnership with Schneider Electric has enabled us to deploy advanced energy-saving technologies that support occupant well-being while significantly reducing environmental impact. Today, all PARAGON buildings are LEED-accredited, and PARAGON 1 proudly holds a SmartScore Certificate, making it one of Egypt’s first truly smart and sustainable office buildings.

How does PARAGON HUB go beyond the workspace to create real growth opportunities for startups and SMEs?

PARAGON HUB goes far beyond the traditional workspace by serving as a growth platform and dynamic ecosystem for startups and SMEs. At its very core is the PARAGON Hub Physical Facility—a vibrant social space that brings people together beyond their office walls. It redefines the modern mixed-use workspace by creating a community-centered environment where collaboration, networking, and innovation intersect seamlessly across all PARAGON buildings.

More than just infrastructure, PARAGON HUB fosters a culture of connection and growth. Through curated events, mentorship opportunities, and knowledge-sharing sessions, it empowers members to build meaningful relationships and gain real insights that drive success. By blending physical space with business enablement, PARAGON HUB becomes not just where work happens, but where growth is made possible.

Do you see potential for a WORK IN-style model in Saudi Arabia’s growing startup hubs like Riyadh or NEOM? 

Saudi Arabia’s rapidly evolving urban landscape—particularly in innovation-driven hubs like Riyadh and NEOM—presents a strong opportunity for exporting the WORK IN model. These cities are fostering a new generation of entrepreneurs who require agile, tech-enabled, and fully serviced workspaces that support rapid growth. That’s exactly what WORK IN delivers.

Our core values align well with KSA’s national focus on digital transformation, sustainability, and economic diversification. With its emphasis on flexibility, smart infrastructure, and integrated support services, the model is well-suited to meet the needs of fast-scaling startups in the Kingdom. Saudi Arabia’s national focus on digital transformation, sustainability, and economic diversification aligns closely with PARAGON’s core values: Design, Community, Innovation, and Sustainability.

We see strong potential to replicate and tailor WORK IN to the Saudi market—leveraging its scalable framework to contribute meaningfully to the Kingdom’s startup ecosystem while supporting its broader vision for future-ready, smart urban development.

With Paragon’s strong global sales, is Saudi Arabia part of your regional expansion plans?

Our expansion into Saudi Arabia and other Arab markets is a strategic step in PARAGON’s journey to become a regional leader in smart, sustainable development. These markets offer tremendous opportunities, especially in Saudi Arabia, where Vision 2030 is accelerating demand for innovative and integrated real estate solutions. There’s a growing appetite for high-performance, community-centered spaces that support economic growth and diversification.

We aim to complete 360,000 sqm of integrated mixed-use developments in Saudi Arabia

Looking ahead, Paragon is preparing to expand its footprint in Saudi Arabia by targeting the development and management of 200,000 sqm of office space by 2027, to reach 500,000 sqm by 2030 across key cities like Riyadh and Jeddah.

By 2030, we aim to complete six development projects totaling 360,000 sqm of BUA, encompassing a diverse mix of medium-rise standalone offices and integrated mixed-use developments that blend workspace with retail and hospitality components. On the property management front, we plan to oversee 140,000 sqm across six projects, focusing on operational excellence, tenant satisfaction, and long-term asset value, offering flexible rental models tailored to market needs. While we target six projects per category, our development approach remains agile, adapting the number of projects as needed to meet BUA targets and optimize investment returns.

Paragon has integrated EV charging into its developments. How does this support Egypt’s clean mobility goals and broader sustainability strategy?

Paragon’s integration of electric vehicle (EV) charging infrastructure directly supports Egypt’s clean mobility goals as outlined in the National Climate Change Strategy 2050. This national strategy aims to reduce greenhouse gas emissions across sectors, including transportation, and promote the shift toward more sustainable, energy-efficient mobility solutions.

By embedding smart, accessible EV charging stations within its developments, Paragon is helping to lay the groundwork for an electric mobility ecosystem in Egypt. These efforts not only encourage EV adoption among residents and businesses but also demonstrate how private sector leadership can complement national sustainability initiatives.

Paragon’s approach aligns with the country’s long-term vision of reducing fuel dependency, minimizing environmental impact, and modernizing infrastructure through innovative, technology-driven solutions—positioning its projects as forward-thinking models for Egypt’s low-carbon future.

How do you envision the ideal workplace of the future in cities like Cairo?

The ideal workplace of the future in cities like Cairo is one that seamlessly blends technology, sustainability, and human-centric design to meet the evolving needs of a modern workforce. In a fast-paced, urban environment, professionals increasingly seek more than just a desk—they want dynamic spaces that enhance productivity, support well-being, and foster collaboration and innovation.

Our partnerships with global leaders like Schneider Electric, Signify, and Planon allow us to deliver intelligent ecosystems that support cognitive performance.

At PARAGON, this vision is already being realized. We believe the future of work lies in environments that prioritize people over physical structures. That’s why our developments are intentionally designed to deliver more than functionality—they’re built to empower users, stimulate creativity, and promote sustainable growth.

By integrating smart technologies such as IoT-enabled systems, advanced climate control, intelligent lighting, and user-customizable workstations, PARAGON creates interactive, responsive environments that adapt to how people actually work. Our partnerships with global leaders like Schneider Electric, Signify, and Planon allow us to deliver intelligent ecosystems that optimize energy use, improve air quality, enhance comfort, and actively support cognitive performance.

Sustainability is also a core component of the workplace of the future. PARAGON buildings are designed with eco-conscious infrastructure and certified green standards, including LEED and SmartScore certifications, ensuring long-term environmental responsibility and operational efficiency. Through features like biophilic design, better acoustics, and natural lighting, we improve both the mental and physical health of our occupants.

Ultimately, the workplace of the future must be adaptable, sustainable, and centered around the user experience. At PARAGON, we’re not just imagining that future—we’re building it. Our developments offer a blueprint for what smart, human-centric workplaces should look like in Egypt’s cities as they continue to grow and modernize.

Finally, what one piece of advice would you offer to real estate developers aiming to support entrepreneurship in Egypt?

My advice would be to design spaces that go far beyond physical infrastructure. In Egypt’s dynamic and fast-evolving entrepreneurial landscape, developers have a unique opportunity to create environments that actively support innovation and business growth. It’s not just about offering a desk or an office—it’s about building a community where entrepreneurs can connect, collaborate, and thrive.

Startups flourish in ecosystems where ideas are shared, partnerships are formed, and support systems are in place. By offering flexible, scalable, and tech-enabled workspaces that adapt to different stages of business growth, developers can empower startups to focus on what really matters: building and scaling their ideas. At the same time, integrating sustainability into these developments helps future-proof their operations and aligns with broader environmental goals.

The WORK IN model at PARAGON can truly drive impact in Egypt’s startup ecosystem

But equally important are the intangible resources—access to mentorship, business development services, and meaningful networking opportunities. These elements are critical in helping entrepreneurs navigate challenges and accelerate their journey to success. This holistic, human-centric approach is what we’ve built into the WORK IN model at PARAGON, and it’s a framework that can truly drive impact in Egypt’s startup ecosystem.

Kholoud Hussein 

Launched in April 2016 under Crown Prince Mohammed bin Salman and King Salman, Vision 2030 has reshaped Saudi Arabia’s economy, society, and international positioning. As of early 2025, the Kingdom has already surpassed many of its key targets:

• 93% of its nearly 400 third-level KPIs have been fully or partially met. 
• Over 85% of its 1,500+ strategic initiatives have been completed or are on track.

The non-oil economy now contributes around 45–50% of GDP, tourism visitor numbers have already exceeded 100 million annually, and female labour-force participation has reached ~33%—beating the 30% goal.

However, with 2030 deadlines looming, attention is turning to the next chapter: What lies beyond Vision 2030?

1. Why Saudi Arabia Must Look Beyond 2030

A. Surpassing the Finish Line, Not Crossing It

With high-level projects nearing completion (NEOM, the Red Sea resorts, Diriyah Gate) and many social reforms embedded in the system, Saudi Arabia now faces the question: How to sustain and build on this progress?

A recent Stratfor analysis addresses this: “As the finish line for Vision 2030 approaches... Saudi Arabia is paring back its ambitious megacity NEOM… focusing on successful reforms that have strengthened its diversification away from oil.”

This isn't abandonment, but rather a strategic reorientation: embed gains and recalibrate the most significant initiatives to ensure their viability.

B. Global Shocks and Domestic Realities

Geopolitical tensions and fluctuating oil prices still shape the economic environment. Although non-oil growth has been robust (with real GDP growth projections of 4–4.6% in 2024–25), continued resilience requires adaptive economic and social frameworks beyond 2030.

2. Emerging Pillars of the Post-2030 Strategy

A. Institutionalizing Sustainability & Governance

Saudi authorities have prioritized sustainability and transparency—not merely through grand visions, but via process. The Saudi Green Initiative (massive afforestation, emissions cuts) is poised to continue as an ongoing environmental policy beyond 2030. Likewise, improvements in e-governance, fiscal discipline, and public-sector accountability (pillars of “Ambitious Nation”) are now being entrenched in long-term reforms.

B. Deepening Economic Diversification

• Manufacturing & Industry: Efforts to localize oil sector value-added (from 40% to 75%) signal broader industrial policy that must continue beyond 2030.
• Finance & Capital Markets: The Financial Sector Development Program, launched under Vision 2030, aims to reinforce Saudi Arabia as a global financial hub—a task set to continue in the next decade.
• Renewable Energy & Green Tech: From Sakaka solar and Dumat al Jandal wind farms, the next step involves scaling hydrogen, green ammonia, carbon capture, and R&D tied to the Supreme Committee on RDI.

C. Human Capital & Innovation

Efforts to elevate Saudis in STEM, entrepreneurship, and global competitiveness reflect a shift from infrastructure-focused investment to talent-driven transformation. The Kingdom aims to channel 2.5% of GDP into research by 2040. Saudi universities and incubators (e.g., KAUST, SDAIA) are already positioned as keystones for this ambition.

3. Voices from the Kingdom

Busra Karacadag, OBG’s Country Director, framed the broader narrative: “This report captures Saudi Arabia’s bold strides in diversification, sustainability and global collaboration. Vision 2030 is a testament to the Kingdom’s resilience and capacity to lead on the international stage.” 

While Oliver Cornock, OBG’s Editor-in-Chief, conveyed: “Saudi Arabia’s focus on innovation and long‑term economic planning is helping to create a dynamic, future‑ready economy.” 

Both underscore that the real test will be maintaining this momentum after the headline-making projects conclude.

Similarly, Ahmed Al-Khateeb, Minister of Tourism, and Fahad bin Abdurrahman Al-Jalajel, Minister of Health, emphasize infrastructure-led sustainability. Their stewardship is shaping a post-2030 environment grounded in healthcare resiliency, affordable housing, and tourism capacity, not just new investments.

4. Post-2030 Scenarios: What Could Come Next?

A. Transitioning to Vision 2040 or Vision 2050?

Given the success and nearing sunset of Vision 2030, it’s likely the Kingdom will launch a successor strategic framework—tentatively called Vision 2040 or Vision 2050—aimed at embedding earlier gains and tackling residual structural vulnerabilities.

Key areas:

1. Industrial Upgradation: Shift from manufacturing assembly to high-value, tech‑enabled production; e.g., smart vehicles, biotech, pharmaceuticals.
2. Energy Transition: From solar/wind to hydrogen-exporting, carbon-negative energy ecosystems.
3. Financial Ecosystem: Expansion through FinTech innovation, Islamic finance, and integration with global capital flows.
4. Human Sciences and Culture: Zoom in on R&D capacity, cultural exports, tourism beyond mega-sites.

B. Governance as Strategy

Saudi Arabia’s leap from wholesale reform to institutional maturity implies post‑2030 governance models with decentralized accountability, data-driven policymaking, community engagement, and digital transparency—all sustained through refreshed bureaucratic capabilities.

C. Global Engagement and Soft Power

Already during its G20 presidency and sporting diplomacy, Saudi Arabia has used culture and commerce to amplify its global voice. Post-2030 plans will likely expand on educational exchanges, cultural IP exports, Saudi-backed global universities, and multilateral peace/sustainability agendas.

5. Risks and Challenges Ahead

Despite its achievements, the Kingdom faces real challenges:

• Megaproject Sustainability: Scaling back NEOM or similar projects could disappoint investors, thus requiring recalibrated expectations and management frameworks.
• Oil Dependency Residuals: While non-oil GDP has grown, oil exports still finance public services and deficits. External shocks remain a key vulnerability.
• Youth Expectations and Social Balance: A young, digitally-native population demands further widening liberties, robust social contracts, and inclusive civic platforms.

The next strategic blueprint must squarely address these through economic resilience, a balanced social compact, and long-tail institutional endurance.

6. Blueprint for a Post-2030 Saudi Arabia

Here is a thematic breakdown of what Vision 2040 (tentative) might entail:

From Vision to Legacy

Vision 2030 has already reshaped Saudi Arabia’s economic structure, societal values, global posture, and timeline. As 2030 approaches, the Kingdom's challenge shifts from execution to sustainability, adaptation, and continuous renewal. A successor strategy—Vision 2040 or Vision 2050—will likely carry forward this spirit, reinforcing resilience, institutional maturity, and global soft power.

The next Saudi decade must reconcile grand transformation with durable governance. Will its institutions mature enough to absorb this change? Will its citizens sustain this reform?

In the following years, Riyadh must answer these fundamental questions. The success of Vision 2030 opens this critical chapter, and the real test now lies after the finish line.

Noha Gad

The construction tech sector in Saudi Arabia is witnessing a transformative phase, driven by Vision 2030’s ambitious infrastructure projects and a growing focus on innovation. From smart cities to large-scale renewable energy initiatives, cutting-edge technologies such as AI, Building Information Modeling (BIM), and modular construction are reshaping the industry.

TruBuild, a leading Saudi construction tech company, is at the forefront of this evolution, delivering innovative solutions to enhance efficiency, sustainability, and digital transformation across the Kingdom.

Known for its advanced project management tools, automation, and data-driven insights, TruBuild has become a trusted partner for major developers and government entities, supporting Saudi Arabia’s mission to modernize its infrastructure with smarter, faster, and more cost-effective methodologies. 

Sharikat Mubasher held an interview with TruBuild’s Co-founder and CEO, Bisrat Degefa, to delve deeper into the trends, challenges, and future of construction tech in the Kingdom and the broader region.

TruBuild uses AI to streamline procurement and project management. How does the platform uniquely address delays and cost overruns compared to traditional methods?

Traditional tender evaluations often take 4–6 weeks, involve multiple full-time reviewers, and still produce inconsistent, subjective results. TruBuild transforms this process by ingesting thousands of pages of technical, commercial, and contractual data in minutes. It applies a transparent, rules-based scoring system enhanced by machine-learning insights and generates a fully auditable trail for every action. The result: evaluations are completed in 5–7 days by just two reviewers, with up to 85% cost savings, 70% faster cycle times, and significantly fewer downstream variations—thanks to early risk identification.

How do you see construction tech adoption today in Saudi Arabia and the wider region?

Adoption has moved from experimental pilots to core strategy. In 2019, fewer than 10% of top developers in the region used digital procurement tools; by 2025, over 60% are running live programs. Cloud-based PMIS adoption has grown from 20% to more than half. Saudi Arabia leads the charge, supported by mandates around BIM, e-tendering, and local data residency. What was once seen as optional is now essential to meet the region’s ambitious delivery timelines and scale.

What key challenges does TruBuild face in modernizing construction tech in Saudi Arabia and the GCC, and how have you tackled them?
Change aversion is a major hurdle—many teams still believe Excel is “good enough.” So, we built TruBuild to feel familiar: spreadsheet-style, no-code, and easy to learn in a single-day onboarding session. Data sovereignty concerns are resolved with fully Saudi-hosted deployments, compliant with ISO 27001 and NCA-ECC standards. To address fragmented procurement practices, we offer out-of-the-box templates for NEC, FIDIC, and local regulations. And we tackle skill gaps through embedded guidance and CPD-certified training delivered in collaboration with regional industry bodies.

You recently secured a $1 million seed round. How will this capital accelerate TruBuild’s growth?
 The funding enables us to scale our engineering, domain, and commercial teams. We’re launching a commercial evaluation module in Q3 2025 with an Arabic NLP interface and expanding go-to-market partnerships with leading project management consultancies to accelerate adoption across the region.

What are the company’s expansion plans in Saudi Arabia and the broader region?
 In Saudi Arabia, we are deepening our engagements with PIF subsidiaries and giga-projects. Regionally, we plan to enter the UAE and Qatar in 2025 through local system integrators, followed by targeted expansion into the UK and US markets, where we see strong demand for AI-driven construction tools.

How does TruBuild align with Vision 2030’s goals to digitize construction and localize technology?
 Vision 2030 calls for 70% local content, improved productivity, and greater transparency. TruBuild is designed and led from Saudi Arabia, and our clients are already seeing over 50% savings in procurement resource hours. The Vision’s delivery pace simply cannot be supported by legacy workflows. TruBuild shifts procurement from reactive to proactive, enabling faster, more accurate, and fully auditable decisions. Every riyal is tracked and justified, ensuring critical projects are delivered on time, on budget, and to the highest standards.

How do you expect construction tech to evolve in Saudi Arabia over the next five years?
We expect widespread adoption of AI-assisted workflows, contracts linked to digital twins, live ESG and schedule tracking, blockchain-enabled supplier payments, and automated compliance checks for codes and Saudization. With its combination of scale, urgency, and regulatory support, Saudi Arabia is on track to become a global leader in AI-powered construction, and TruBuild aims to be at the forefront of that evolution.

Kholoud Hussein 

Saudi Arabia is witnessing a significant transformation in its investment landscape, with Corporate Venture Capital (CVC) emerging as a pivotal mechanism through which large corporations are fostering innovation and contributing to the Kingdom's economic diversification goals outlined in Vision 2030.

The Emergence of CVC in Saudi Arabia

The rise of CVC in Saudi Arabia represents a structural evolution in how capital is deployed, risk is managed, and innovation is commercialized. Unlike traditional venture capital, which typically originates from financial institutions or specialized funds focused on returns, CVC in the Kingdom is increasingly driven by large corporations seeking to future-proof their businesses while aligning with national economic transformation goals.

This dual motive—strategic relevance and national alignment—has accelerated the institutionalization of CVC as a mainstream investment model across sectors ranging from energy and telecom to banking and retail.

From Passive Investment to Strategic Innovation Vehicle

Historically, corporate investment in startups within the region was opportunistic and reactive—often limited to sponsorships or minority passive stakes. Today, Saudi conglomerates and listed entities are adopting a more structured and proactive CVC architecture, complete with dedicated funds, governance models, and internal innovation mandates.

According to a 2024 report by MAGNiTT, CVCs accounted for 30% of all unique investors in Saudi Arabia’s venture market, a proportion higher than any other country in the MENA region. This surge reflects not only increased appetite from corporate boards but also regulatory encouragement and ecosystem readiness.

Additionally, between 2020 and Q3 2024, corporate investors in the broader MENA region deployed over $380 million across 1,361 tracked investment deals, with Saudi-based corporates contributing a significant share of those transactions. More importantly, CVCs in the Kingdom have moved beyond seed-stage activity, participating in later-stage rounds (Series A and B), signaling growing confidence in the scalability of regional startups.

Institutional Players Driving the Shift

Several corporate entities in Saudi Arabia have institutionalized venture activity, establishing internal venture arms with clear mandates:

• Aramco Ventures, the $7 billion investment vehicle of the national energy giant, focuses on decarbonization, digital industrial solutions, and downstream innovation—sectors vital to both corporate sustainability and national competitiveness.
• stc’s Tali Ventures has adopted a platform approach, investing across fintech, cybersecurity, AI, and content to support the Kingdom’s rapidly expanding digital economy.
• Financial institutions like Riyad Bank, SNB Capital, and SABB Ventures are actively deploying capital into fintech and regtech startups, both to modernize their own operations and to stay ahead in a region undergoing digital financial transformation.

These initiatives are not isolated experiments. They are now embedded within broader corporate innovation agendas, often reported at the board level and evaluated against both strategic KPIs and ESG metrics, signaling a maturation of the CVC model.

Macroeconomic Drivers Behind the Shift

Several macroeconomic and policy trends have catalyzed the rise of CVC in Saudi Arabia:

1. Diversification pressure: With Vision 2030 emphasizing the contribution of non-oil GDP, large corporations are incentivized to hedge against sectoral stagnation by investing in adjacent or emerging industries.
2. Technological leapfrogging: By partnering with agile, innovation-first startups, corporations accelerate access to disruptive technologies, especially in areas like AI, green energy, and e-commerce.
3. Government encouragement: Programs like Monsha’at’s CVC initiatives, co-investment funds from SVC, and innovation zones like King Salman Park are actively drawing corporates into the venture ecosystem as anchor participants.
4. Global positioning: As Saudi companies expand internationally, CVC provides a strategic foothold in foreign innovation markets, while simultaneously drawing foreign startups into the Saudi market under joint ventures or strategic partnerships.

Strategic Alignment with Vision 2030

Saudi Arabia’s growing CVC activity is not happening in a vacuum—it is deeply synchronized with the Kingdom’s long-term strategic transformation under Vision 2030. As the country transitions from an oil-reliant economy to a diversified, innovation-led model, CVC is emerging as both a market instrument and a policy mechanism to accelerate this shift.

Where traditional economic reforms focus on infrastructure, education, and regulation, CVC functions as a fast-track channel for technological absorption, SME empowerment, and sectoral diversification—all cornerstones of Vision 2030.

Catalyzing Non-Oil Sector Growth

A central pillar of Vision 2030 is to increase the private sector’s contribution to GDP, particularly through high-growth industries such as fintech, healthtech, clean energy, and digital logistics. CVCs play a catalytic role here by identifying and nurturing startups in these sectors, thereby unlocking new value chains and expanding sector-specific ecosystems.

For example:

• Aramco Ventures has strategically deployed capital into carbon capture, hydrogen technologies, and industrial AI startups. These align not only with Aramco’s net-zero commitments but also with Saudi Green Initiative targets.
• stc’s Tali Ventures is channeling funding toward AI-powered analytics, cloud-native infrastructure, and digital content platforms—sectors critical to achieving the National Digital Transformation Strategy.

This alignment is intentional. Corporate venture arms are increasingly evaluated not just by ROI but by their contribution to national innovation metrics, including IP generation, employment in tech sectors, and localization of frontier technologies.

Driving Knowledge Transfer and Localization

Vision 2030 places emphasis on developing local capabilities—not only in terms of employment, but in innovation sovereignty. CVC-backed startups often act as conduits for technology transfer, bringing global models into the local context and adapting them to Saudi-specific challenges.

For example, healthtech startups backed by corporate investors in the Kingdom are localizing AI diagnostic tools and digital health records systems in Arabic, with full compliance to national data governance frameworks (under SDAIA). This wouldn't be feasible without the scaling infrastructure and compliance frameworks that large corporations provide.

This localization effort directly feeds into Human Capability Development, one of the Vision Realization Programs (VRPs), by giving Saudi technologists, engineers, and operators a platform to lead innovation on home ground.

Institutional Coordination and Policy Integration

Crucially, CVC activity in Saudi Arabia does not operate independently of the state. It is interwoven with broader institutional frameworks that include:

• Monsha’at, which supports SME development and regularly co-hosts demo days with CVCs.
• Saudi Venture Capital Company (SVC), which co-invests alongside corporate arms to amplify startup financing.
• Ministry of Investment (MISA), which works to facilitate smoother cross-border entry for foreign startups backed by Saudi corporates.

These synergies ensure that CVC activity is not just corporate strategy—it is part of a national innovation strategy. As a result, startups receiving corporate backing are more likely to be aligned with priority sectors identified in Vision 2030, from tourism tech and smart cities to energy optimization and AI governance.

A Policy Lever for Private Sector Empowerment

Vision 2030 explicitly calls for deepening the role of the private sector. CVC embodies this vision in action. It allows the private sector not only to participate in, but to shape, the Kingdom’s innovation trajectory. By positioning large corporations as venture backers, Saudi Arabia is bridging the traditional disconnect between startups and industrial giants.

As Majid Al-Qasabi, Minister of Commerce, stated in a 2024 forum: “The role of major companies is evolving. Today, they are not just employers or operators—they are incubators of national innovation capacity.”

In this context, Corporate Venture Capital in Saudi Arabia is not merely a business trend—it is a strategic policy instrument embedded in the country’s long-term economic vision. It reinforces the Kingdom’s ambition to become not only a regional hub for investment, but a global engine for innovation rooted in sovereign capability and entrepreneurial dynamism.

Impact on the Startup Ecosystem

Corporate Venture Capital (CVC) in Saudi Arabia is reshaping the startup ecosystem not only by injecting financial capital, but by fundamentally altering the structure, maturity, and scalability of emerging ventures. Unlike traditional venture capital firms that primarily seek high-return exits, CVCs in the Kingdom are driven by both financial objectives and strategic imperatives, creating a layered value proposition for startups.

Strategic Capital vs. Passive Investment

Startups backed by corporate venture arms often benefit from more than just funding—they gain access to the strategic infrastructure and commercial networks of the parent corporation. This includes distribution channels, procurement pipelines, regulatory facilitation, and, critically, early enterprise clients. For early-stage companies, such access can compress market entry timelines by years.

Take, for instance, fintechs backed by SNB Capital or stc’s Tali Ventures. These startups are not just experimenting in isolation—they are being integrated into live environments, piloting products directly within national banks or telecom platforms. This symbiotic approach allows startups to iterate rapidly and scale with less friction.

Sectoral Depth and Regulatory Advantage

In regulated industries such as finance, energy, health, and logistics, where bureaucratic complexity often inhibits innovation, CVC involvement provides a regulatory shield and operational runway. Startups working under the umbrella of corporates like Aramco Ventures or Riyadh Bank Ventures often report faster compliance onboarding, shared risk frameworks, and access to insider policy insights.

This is particularly important in sectors where time-to-market is constrained by licensing, certification, or policy alignment. As Nabeel Koshak, CEO of Saudi Venture Capital Company, stated: “Strategic capital is now a form of national capacity building. It allows startups to operate at the frontier of innovation while being tethered to institutional strength.”

Talent Development and Knowledge Transfer

Corporate-backed startups also become indirect beneficiaries of knowledge transfer. Through mentorship from corporate leadership, shared R&D facilities, and access to seasoned professionals, these ventures develop internal capabilities that exceed typical startup benchmarks. This can lead to higher retention, better governance, and stronger product-market fit over time.

Moreover, some corporates are now embedding startup staff into internal innovation teams—a reverse mentorship model that enhances agility on both ends.

Creating a Hybrid Funding Model

Another key development is the rise of co-investment models involving both CVCs and traditional VCs. According to MAGNiTT, nearly 87% of CVC-backed deals in Saudi Arabia during 2022–2023 included participation from institutional or regional venture capital funds. This hybrid approach diversifies the risk profile and expands the strategic bandwidth of the startup.

Startups that operate under this dual-investor structure often find themselves better positioned to attract international investors during later stages, particularly Series B and beyond, due to the credibility and operational grounding provided by corporate stakeholders.

Toward a Sustainable Innovation Ecosystem

Ultimately, the growth of CVC in Saudi Arabia is helping to mature the startup ecosystem in a way that is structurally sustainable. It is bridging the gap between experimental tech and industrial adoption. And in doing so, it is laying the groundwork for long-term ecosystem resilience—where innovation is not only celebrated, but continuously deployed, scaled, and institutionalized.

In short, CVCs in Saudi Arabia are not merely supporting startups—they are scaffolding a future where startups become part of the national economic architecture.

As Saudi Arabia continues to implement Vision 2030, the role of CVC is expected to expand further. Corporations are likely to increase their investments in startups, fostering innovation and contributing to the Kingdom's economic transformation. The synergy between corporate objectives and national goals positions CVC as a powerful tool for driving sustainable growth and positioning Saudi Arabia as a hub for innovation in the region.

Ghada Ismail

An MVP is not a prototype or a half-baked concept. It’s a functional product just stripped down to its core. It includes the most essential features that solve your customers' main problem. Think of it as the shortest path between your idea and real user feedback.

Instead of spending months building the “perfect” app or platform, you build something usable and release it early. This way, you avoid wasting time and money on features nobody wants.

Why MVPs Matter in the Startup Journey

1. Validation Before Scaling
   Your MVP helps you test the market before committing heavy resources. You’ll find out if there’s actual demand — and learn what users really care about.
2. Faster Time to Market
   Building an MVP helps you launch quickly. And in the startup world, speed often beats size.
3. Smarter Use of Resources
   Startups usually work with tight budgets. An MVP helps you focus only on what matters, reducing risk and avoiding feature bloat.
4. Informed Product Decisions
   By releasing early, you gather real-world data. That feedback becomes your compass for what to build next.

What an MVP Is Not

• It’s not a buggy or unpolished product. It should still be functional and user-friendly.
• It’s not a test run with your friends and family. Real users provide real feedback.
• It’s not the final version. It’s the beginning of a learning process.

Examples of MVPs in Action

• Instagram started as a photo-sharing app with just a few filters, no stories, no messaging.
• Dropbox first launched with a video explaining how the product would work, even before it was fully built.
• Uber began as a simple app connecting black car drivers with iPhone users in San Francisco.

These MVPs were not flashy. They were focused.

Tips for Building Your MVP

• Identify the core problem you’re solving.
• List the must-have features and ditch the rest.
• Choose the right tools for speed and simplicity.
• Build, release, and listen to your users.
• Iterate based on actual usage and feedback.

Final Thoughts: MVP Is a Mindset

Building an MVP isn’t just a tactic,  it’s rather a mindset. It encourages startups to learn, adapt, and grow in the most efficient way possible. In the fast-paced world of entrepreneurship, launching smart can be just as important as launching fast.

So if you’re at the early stage of your startup journey, don’t wait for perfect. Start with an MVP and let your users shape what comes next.