Noha Gad

The process of taking a company public traditionally involved significant challenges, including regulatory requirements, market volatility, and high costs. Initial public offerings (IPOs) have long served as the primary method, enabling companies to achieve substantial growth. However, the rapid rise of startups in sectors such as fintech, artificial intelligence (AI), and sustainable technology increased demand for more efficient routes to capital markets. Special Purpose Acquisition Companies (SPACs) address this need.

With no commercial operations, a SPAC is essentially a shell company established to acquire companies by purchasing their shares. They are formed specifically to raise capital through an IPO, which can be used to acquire or merge with another private operating company. This approach enables private companies to become publicly traded in a matter of months rather than years, without the full burdens of a conventional IPO.

How do SPACs work?

A SPAC is created by experienced investors, known as sponsors, with the sole purpose of acquiring or merging with an unidentified private business. Unlike traditional IPOs, where a company directly lists its shares, a SPAC raises capital first and identifies a target later. This structure provides a streamlined path to public markets. 

The SPAC transaction process encompasses several key stages:

• Formation and IPO. Sponsors form a team of industry experts and file for an IPO, then investors purchase units, typically comprising one share of common stock and a fraction of a warrant. Proceeds from the IPO are placed in a trust account to earn interest.
• Finding a target. The SPAC has 18 to 24 months to find and negotiate a merger with a private company. During this period, the SPAC remains listed on an exchange, offering its shares for trading.
• Merger announcement. After identifying the target, the SPAC announces the proposed deal and takes shareholders’ votes on the transaction.
• De-SPAC and public listing: If approved, the merger will be completed, and the target emerges as a public company under a new ticker symbol.

Advantages of SPACs 

SPACs offer several benefits over traditional IPOs, providing efficiency and access for private companies seeking capital and investors pursuing opportunities. Key advantages are:

• Fast access to public markets. The process usually takes 3 to 6 months from merger announcement to completion, compared to more than 12 months for a standard IPO.
• Price stability: The SPAC sets a fixed share price during its IPO, reducing exposure to pricing volatility common in direct listings.
• Expert guidance: Sponsors, often executives or investors with proven track records, offer strategic advice, networks, and credibility. 
• Attractiveness in emerging markets: This model can support fintech and tech startups in emerging markets, providing liquidity without full IPO infrastructure.

While SPACs offer distinct advantages, most notably speed and efficiency, they also carry specific risks for investors and target companies. These include share dilution, inconsistent post-merger performance, potential conflicts among sponsors, and high redemption rates.

In essence, SPACs present a compelling alternative to traditional IPOs as they provide faster access to public markets and engage experienced sponsors. However, their success ultimately depends on careful evaluation at every stage. Ongoing regulatory developments continue to strengthen transparency and investor protections, contributing to a more stable environment. For investors, the key is to study sponsor track records, merger terms, and the realism of financial projections. Target companies, in turn, must ensure alignment with long-term strategic goals to mitigate potential drawbacks. As the SPAC model evolves alongside moderating deal volumes, it remains a relevant pathway for growth-oriented companies seeking to enter public markets. 

Noha Gad

Saudi Arabia’s total agricultural imports recorded 18,762 thousand tons in 2024. Since the launch of Vision 2030, the Kingdom has pursued an ambitious strategy to reduce reliance on imported products by enhancing local production and providing high-quality alternatives, particularly in the fresh produce market.

At the forefront of this shift is Grove, a Riyadh-based agricultural technology startup. Positioning itself as a consumer brand, Grove leverages technology to create a demand-driven supply chain that connects farms directly to markets and households while minimizing waste and maximizing quality.

In an exclusive interview with Co-founder Mohammed Bin Ghannam, Sharikat Mubasher delved into how Grove is revolutionizing the fresh produce sector in Saudi Arabia, the key challenges it addresses, and its plans for market expansion. Ghannam also shared his vision for the future of the market both within the Kingdom and globally, outlining the key trends set to define its trajectory.

Grove describes itself as a consumer brand connecting farms, markets, and households. Can you walk us through how Grove's technology and operations enable this coordination?

At its core, Grove is solving a flavor and variety problem created by how traditional supply chains are designed. Because the system is optimized for predictability, shelf-life, and intermediaries, not end-consumer taste, farmers are pushed toward limited varieties and harvest timing that prioritizes transport and handling over ripeness. The result is a product that is often picked too early, travels too long, and reaches households with muted flavor and inconsistent eating quality.

Grove's technology changes that by turning real consumer demand into farm-level decisions through what we call a grade-to-channel system. We start by analyzing multi-channel demand, what people buy through our app, what retailers need, and what B2B clients order, then translate that into precise production planning at the farm level. This means farmers know what to plant, when to harvest, and which quality standards to meet before the season even starts.

On the operations side, we have built an integrated system that handles everything from harvest planning and quality grading to cold-chain logistics and last-mile delivery. Our software generates accurate harvest schedules days in advance based on real-time demand, and our routing algorithms ensure each grade is directed to the best-fit outlet based on quality specs and customer requirements.

What makes this work is vertical coordination. We are not a marketplace that just connects buyers and sellers. We operate as one extended system where farms, logistics partners, and sales channels share data and processes. This allows coordinated decisions across the entire chain, from soil to doorstep, so supply is shaped by real consumer demand instead of intermediary convenience.

What are the main challenges facing the fresh-produce market in Saudi Arabia, and how does Grove address them?

The biggest challenge is structural, not operational. The traditional supply chain was designed to move volume through intermediaries, not to deliver quality to consumers. This creates four major problems.

First, there is a massive quality gap. Most produce is harvested too early to survive the long journey through wholesale markets and distribution centers. Tomatoes arrive firm but flavorless. Strawberries are red but lack sweetness. Consumers pay premium prices but receive mediocre products optimized for travel, not taste.

Second, variety is extremely limited. The assortment on supermarket shelves does not match how people actually cook or eat. Generic varieties dominate because they fit standard supply chain flows, reflecting what intermediaries are comfortable managing rather than what kitchens actually need. What is surprising is that almost all imported products have local alternatives that are often far superior, closer to consumers, fresher, and in many cases cheaper to produce. But farmers do not know this, and even if they did, wholesale market brokers will not risk pushing new products into the market.

Third, there is zero transparency. Information about origin, handling, and farming practices is minimal. Without transparency, consumers cannot verify that their produce is safe or grown responsibly. They are forced to trust a system that has no accountability.

Fourth, food waste is massive; up to 30% of fresh produce is wasted in the traditional chain. When consumers purchase produce days after harvest, a significant portion of its usable lifetime has already elapsed. The result is spoilage in refrigerators, a hidden cost that makes cheap produce expensive.

Grove addresses these challenges through our demand-driven operating model. We partner directly with farmers through our Agri-Marketing service, which handles sales planning, coordinated planting and harvest, certified quality standards, cold-chain logistics, and guaranteed market access. This allows farmers to prioritize quality over volume because they know their entire harvest will be absorbed across appropriate channels.

For consumers, this means fresher, riper produce with full traceability. Our direct pathway eliminates premature harvesting, ripens fully, and reaches customers faster. We also solve the variety problem by moving the "what should be farmed" decision downstream, giving end consumers agency and input. That demand signal flows back upstream to farmers, giving them confidence that expanding into local alternatives will have commercial success.

The results speak for themselves. Our repeat-purchase rate is nearly 48%, and our food waste remains under 5%. These metrics prove that prioritizing quality and aligning with farmers aren't just idealistic goals, they lead to superior commercial performance.

How does Grove's unique demand-driven approach position the company to meet the rising demand for premium, organic, and specialty produce?

The traditional supply chain cannot meet premium demand effectively because it is built for volume and commoditized pricing. Grove starts from actual consumer demand and works backward to production planning. When we see demand for organic strawberries or specialty herbs, we translate that signal directly to farmers with clear guidance and guaranteed market access.

Our multi-channel structure de-risks farmer adoption. Premium grades go to our DTC channel at quality-aligned prices, while lower grades move through wholesale at fair value. This blended economics gives farmers confidence to invest in quality and specialization.

How does Grove contribute to reducing food waste in line with Vision 2030's food security objective?

Grove contributes to reducing food waste at three levels. At production, our grade-to-channel system helps ensure full harvest absorption; every kilogram finds its optimal market. At distribution, we harvest to order based on real-time demand, keeping our operational waste under 5% versus industry averages of 20-30%. At consumption, our produce arrives with a more usable lifetime intact, and we've designed packaging for smaller households and modern lifestyles.

Beyond operations, we are working to strengthen local production by proving Saudi farms can produce high-quality alternatives to imports. Our partnerships span the Kingdom, from Tabuk to Al-Hasa, Al-Jouf to Al-Qassim, contributing to a more resilient domestic supply chain that reduces import dependence. As part of the broader ecosystem, when we reduce waste, we are helping increase supply while optimizing the use of Saudi Arabia's rich agricultural resources, contributing to the Kingdom's vision for sustainable food security.

Grove recently closed a $5 million seed round. How will this new capital accelerate the company's growth strategy?

This is Grove's first institutional funding since we began operations in mid-2024, led by Outliers VC. The capital will be deployed across three priorities: deepening farm integration and partnerships, scaling logistics and fulfillment infrastructure, including cold-chain and regional fulfillment centers, and investing in technology systems that coordinate production planning, harvest scheduling, and demand forecasting.

Does Grove's long-term expansion plan include entering into regional and international markets?

Our current focus is on expanding within Saudi Arabia. We serve Riyadh today and are progressing toward additional cities across the Kingdom.

Finally, how do you see the future of the fresh-produce sector in Saudi Arabia, and what are the key trends that will reshape it?

The fresh-produce sector in Saudi Arabia is at an inflection point. Several converging trends are reshaping the market, and companies that understand and adapt to these trends will define the future of the industry.

The first trend is changing consumer behavior. Families are smaller, live in smaller homes, and work longer hours relative to previous generations. This has pushed fruit and vegetable consumption slightly out of diets, not because people don't want fresh produce, but because they have less time to cook, less time to visit central markets for better selection, and they need smaller quantities that don't match traditional market buying sizes. The future belongs to companies that can make fresh produce more convenient, more accessible, and better suited to modern lifestyles.

The second trend is rising quality expectations. Consumers are becoming more health-conscious, more informed, and more willing to pay for quality, traceability, and sustainability. They want to know where their food comes from, how it was grown, and whether it's safe. The traditional opacity of supply chains won't be acceptable in the future. Transparency and trust will become competitive advantages, not just nice-to-haves.

The third trend is technology adoption. Agriculture has historically been resistant to change, but that's shifting. Farmers are increasingly open to data-driven decision-making, precision agriculture, and partnerships that reduce risk and improve outcomes. The companies that can provide farmers with actionable insights, guaranteed market access, and operational support will win farmer loyalty and secure a reliable supply.

The fourth trend is sustainability and food security, driven by Vision 2030. The government is investing heavily in local agriculture, water efficiency, and reducing food waste. Companies that align with these national priorities, by strengthening local production, reducing waste, and building resilient supply chains, will benefit from policy support and consumer preference.

The fifth trend is consolidation and vertical integration. The fragmented, intermediary-heavy supply chains of the past are inefficient and unsustainable. The future will see more vertically coordinated systems where technology enables direct connections between farms and consumers, cutting out unnecessary intermediaries and reallocating value to the people who actually create it, farmers and consumers.

At Grove, we are building for this future. We are not just a produce delivery company. We are building the infrastructure for a demand-driven, tech-orchestrated agricultural system that aligns the incentives of farmers, consumers, and the market. We believe that is the future of fresh produce, not just in Saudi Arabia, but globally.

The companies that will succeed in this future are those that solve real structural problems, not just offer incremental improvements. That is what Grove is doing. 

Noha Gad

Companies in the world of business grow through careful planning and friendly agreements. Leaders talk about partnership, shared goals, and future success. Yet there exists a more aggressive path to growth, where such collaboration is not welcome, and the fight for control is direct and fierce. This path is defined by a direct and forceful attempt to seize control against the clear wishes of the existing leadership.

This action is known as a hostile takeover. It happens when a company tries to buy another company against the wishes of its leaders, unlike friendly takeovers, where both companies agree. The buyer ignores the management and appeals directly to the company's owners and shareholders. It is a high-stakes contest that can change companies, industries, and careers.

What is a hostile takeover?

A hostile takeover happens when an entity takes control of a company against the wishes of the company's management. The company being acquired in a hostile takeover is called the target company, while the one executing the takeover is called the acquirer. 

This strategy requires the entity to acquire and control more than 50% of the company’s voting shares, allowing the new majority shareholders to control the acquired business. Key parties of a hostile takeover are: the buyer, the company or group that wants control; the target company, the firm being bought, whose leaders resist with plans and lawsuits; the shareholders; the owners who hold shares; and the regulators, government bodies that check for fair play and market rules.

How does it work?

A hostile takeover follows set steps in which the buyer acts with care and speed. These steps are:

       * Selecting and reviewing the target. The buyer chooses a company, then checks the share price, debt, and profits. The worth of the target company must be more than its market value.

       * Buying shares. The buyer starts with small purchases, using brokers to stay hidden.

       * Making a public offer. In this step, the buyer goes public, files with the regulations, and offers cash for shares.

       * Raising funds. The buyer can raise money through multiple options, including its own cash reserves, issuing new shares, securing loans, or partnering with banks and investors.

       * Proxy fight (if needed). If the offer does not succeed, the buyer launches a proxy fight by seeking shareholder votes to elect new board members, which allows changes to company rules that favor the takeover.

       * Securing approvals. In this step, regulators review and approve the deal to ensure compliance with antitrust laws and market protections.

       * Taking control. By securing over 50% of shares, the buyer can assume control, appoint new leadership, and complete the acquisition.

Defense strategies against hostile takeovers

Companies can follow different strategies to prevent unwanted hostile takeovers. These strategies are:

       -Differential Voting Rights (DVRs). Through this strategy, the company can establish stock with differential voting rights (DVRs), where some shares carry greater voting power than others. This makes it more difficult to generate the votes needed for a hostile takeover if management owns a large portion of shares.

       -Employee Stock Ownership Program (ESOP). The ESOP involves using a tax-qualified plan in which employees own a substantial interest in the company. Employees can be more likely to vote with management.

       -Crown Jewel. In this defense strategy, a provision of the company’s bylaws requires the sale of the most valuable assets if there is a hostile takeover, thereby making it less attractive as a takeover opportunity.

       - Poison Pill (officially known as a shareholder rights plan). This tactic allows existing shareholders to buy newly-issued stock at a discount if one shareholder has bought more than a stipulated percentage of the stock, resulting in a dilution of the ownership interest of the acquiring company. There are two types of poison pill defenses: the flip-in and flip-over. A flip-in allows existing shareholders to buy new stock at a discount if someone accumulates a specified number of shares of the target company, while the flip-over strategy allows the target company's shareholders to purchase the acquiring company's stock at a deeply discounted price if the takeover goes through.

Hostile takeovers produce both positive effects and serious issues for companies, shareholders, and markets, often sparking debate about their overall value. They unlock higher value for shareholders by offering premiums on shares that reflect the company's true worth, while driving better operations through new leadership that cuts waste and boosts efficiency in areas like fintech innovation. On the other side, they carry risks such as job losses when the buyer reduces staff to lower costs and a focus on short-term gains that ignores long-term growth plans. Some view hostile takeovers as healthy competition that rewards strong owners, whereas others see them as predatory actions that harm workers and stable businesses.

Finally, the path of the hostile takeover presents a different and more confrontational alternative. This process, defined by the direct acquisition of a target company against the expressed wishes of its leadership, unfolds as a high-stakes contest for control, fundamentally reshaping organizations and markets. These takeovers can serve as a powerful instrument of market discipline; however, they carry significant negative consequences.

Ultimately, hostile takeovers embody the tension between the aggressive pursuit of opportunity and the principles of corporate autonomy and strategic continuity. While it can act as a catalyst for positive change and value creation, it also represents a potentially disruptive and predatory force.

Ghada Ismail

In startup fundraising, cash is important, but momentum is everything. That’s why the first serious “yes” in a funding round tends to carry a significant weight. This is the investor everyone talks about, references in meetings, and quietly relies on to unlock the rest of the round. That investor is known as the ‘Anchor’.

An anchor investor is usually the first major backer to commit money to a round. But their role goes far beyond the size of their check. By stepping in early, they help shape how the round is perceived, how fast it moves, and how confident other investors feel jumping in. In many cases, their commitment is the moment a fundraising round shifts from theoretical to real.

What an Anchor Investor Actually Does

It’s easy to assume the anchor investor is simply whoever wires money first. In reality, they often play a much more active role. Anchors frequently help set expectations around valuation, influence how the round is structured, and sometimes even guide early governance decisions.

Once a credible anchor is on board, conversations with other investors tend to change overnight. Instead of asking whether the startup is worth backing, they start asking how much room is left in the round—and how quickly they need to move.

Why Anchor Investors Matter to Startups

Fundraising isn’t just about numbers on a spreadsheet. It’s about confidence. For early-stage startups, an anchor investor provides validation at a time when there may not yet be enough data, revenue, or scale to speak for itself.

That early vote of confidence can shorten fundraising cycles, reduce back-and-forth, and give founders more leverage at the table. Just as importantly, it saves time, allowing founders to focus on building rather than endlessly pitching.

And the value doesn’t stop at capital. Strong anchor investors often help founders sharpen their story, challenge assumptions, and make key introductions. Over time, many become trusted partners rather than distant names on a cap table.

What Anchor Investors Look For

Because anchor investors move first, they also take on more risk. That’s why they tend to be selective. At early stages, they’re often betting less on perfect metrics and more on the people behind the company. A capable founding team, a real problem worth solving, early signs of traction, and a believable growth story usually matter more than polished dashboards.

Equally important is alignment. Anchor investors want to believe in where the company is headed and feel comfortable backing that vision, not just now, but over multiple rounds.

Is an Anchor Investor Always Necessary?

Not every startup needs an anchor investor to raise capital. Some early rounds come together through angels, friends of the founders, or small checks that add up organically. But as rounds get bigger—particularly at Seed and Series A—having an anchor becomes increasingly helpful.

For founders, the key lesson is simple: an anchor investor isn’t about prestige or name-dropping. It’s about trust. The right anchor doesn’t just help you close a round, but helps create the momentum that carries your startup forward.

Noha Gad

Saudi Arabia’s agricultural sector contributed $31.5 billion to the Kingdom's gross domestic product (GDP) in 2024, triggered by rising production and initiatives that strengthened food self-sufficiency. According to recent official data from the Ministry of Environment, Water, and Agriculture, total agricultural and food production exceeded 16 million tons in 2024, reflecting progress toward building resilient, sustainable food systems.

Despite almost 90% of the country being desert, Saudi Arabia is undergoing a remarkable transformation, actively expanding domestic crop production and reducing reliance on imports, cultivating a future where fresh, locally-grown produce is a cornerstone of its economy and food security. This shift is central to the ambitious goals of Saudi Vision 2030, which prioritizes self-sufficiency and economic diversification.

Historically dependent on imports to meet its population's needs, the Kingdom now views its fresh produce sector as a strategic priority. According to figures published by the General Authority for Statistics (GASTAT), total imports of crops in the Kingdom reached 18.7 million in 2024, an increase of 10.8% compared to 2023. Additionally, the cultivated area of open-field vegetables reached 89,700 hectares, with a production volume of 2.7 million tons in 2024, marking an increase of 8.4% compared to 2023. 

Evolving landscape of Saudi fresh produce

The structure of Saudi Arabia's fresh produce market is experiencing a fundamental change, transitioning from a model of heavy import reliance to one of strategic local empowerment. For many years, the majority of fruits and vegetables consumed within the Kingdom were imported from global sources. Guided by the objectives of the National Agriculture Strategy, this sector is shifting as substantial public and private investments target a significant increase in domestic production capacity.

Saudi Arabia is emerging as a surprising leader in advanced agricultural technologies, moving decisively beyond water-intensive practices toward a model defined by precision, control, and data-driven intelligence. From vast, climate-controlled greenhouses to sophisticated vertical farms, the nation is redefining what is possible in desert agriculture. At the heart of this agricultural revolution is the strategic adoption of cutting-edge technologies. Innovations in controlled environments, automation, and water conservation are building a resilient foundation for growth. Crucially, Artificial Intelligence (AI) is now being deployed as the central nervous system of this modern sector, optimizing every aspect from seed to harvest.

Key technologies bolstering the industry

Today, the Saudi fresh produce sector is enabled by various advanced technologies that contribute to creating optimal growing conditions while conserving water resources. These technologies include:

• Controlled Environment Agriculture (CEA). Structures such as high-tech greenhouses and indoor vertical farms use automated systems to precisely manage temperature, humidity, light, and carbon dioxide levels. Within them, advanced irrigation and fertigation systems, such as automated drip networks, deliver water and nutrients directly to plant roots. This method eliminates waste and provides crops with an ideal, consistent climate year-round, independent of the harsh external desert conditions.
• Smart water management. Systems employing sophisticated sensor networks can monitor real-time soil and plant moisture data. Also, advanced wastewater treatment and recycling technologies are becoming standard, ensuring that every drop is used multiple times within a closed-loop system to maximize conservation.
• Automation and Robotics. They play a pivotal role in increasing the scale and precision of farming operations. From automated seeding and planting robots to autonomous drones that scout fields for pests, technology is handling repetitive and labor-intensive tasks. Additionally, post-harvest, automated optical sorters and packing lines use sensors to grade produce by size, color, and quality at high speed.

Main applications of AI in the fresh produce industry

Along with the previously mentioned technologies, AI emerged as the central intelligence that optimizes them all. By processing vast amounts of data from sensors, drones, and satellites, AI algorithms generate actionable insights, moving the sector from reactive management to proactive decision-making. Key applications of AI include:

• Predictive analytics and precision farming. AI models analyze historical climate data, real-time sensor readings, and plant physiology to forecast optimal growing conditions. AI-powered computer vision by drones and cameras captures detailed imagery, which AI software scans to detect early signs of disease, pest infestation, or nutrient deficiencies.
• Smart automation and resource optimization. Machine learning algorithms dynamically adjust irrigation schedules and nutrient delivery in real-time based on plant needs and evaporative demand, achieving unprecedented water and fertilizer efficiency. 
• Supply chain and post-harvest processes. AI can predict market demand fluctuations, helping to align harvest schedules with pricing trends and reduce waste. In packing facilities, AI-powered vision systems perform consistent, high-speed grading and sorting, ensuring only produce meeting strict quality standards proceeds.

Despite significant technological progress, the growth of Saudi Arabia's high-tech fresh produce sector faces different challenges. The initial capital investment required for advanced greenhouses, AI systems, and automation remains substantial, potentially limiting access for smaller-scale farmers. Additionally, the energy demands of controlled environment agriculture, particularly for cooling and lighting, present an ongoing operational cost and sustainability consideration. Success also depends on developing a skilled local workforce with expertise in data science, agronomy, and tech maintenance, requiring continued investment in specialized education and training programs.

Finally, Saudi Arabia’s fresh produce sector reflects a broader national transformation under Vision 2030. By strategically deploying controlled-environment agriculture, precision water management, and intelligent automation, the Kingdom has turned its agricultural challenges into a catalyst for innovation. Harnessing cutting-edge technology and forward-thinking policy will enable the Kingdom to secure its food future while contributing to a more sustainable and innovative model of agriculture.

Noha Gad

Emerging technologies are reshaping the future of agriculture and farming in the Middle East. Advanced technologies, such as artificial intelligence (AI), computer vision, and IoT-powered sensors, are pivotal in transforming crop scanning speeds and harvest precision, addressing challenges including water scarcity, labor shortages, and arid conditions. In Saudi Arabia, autonomous farming robots are used to sow, fertilize, and apply pesticides in a single pass, enabling round-the-clock operations while cutting labor costs, aligning with Vision 2030's push for innovation.

Farming in the Kingdom is becoming more efficient and sustainable than ever before, thanks to AI-powered technologies. For instance, predictive systems could help farmers avert up to 30% of crop losses due to pests and disease before an outbreak goes out of control, according to a report released by Tanmeya Capital. In high-tech farms, AI-powered robots have increased harvesting efficiency by 50% and broader AI-driven automation has reduced labor costs by up to 35%, addressing the Kingdom’s labor shortages and rising operational expenses.

The agricultural autonomous robots market in Saudi Arabia is seeing significant growth, triggered by the urgent need for enhancing agricultural productivity and sustainability. According to recent estimates released by Mobility Foresight, one of the global market research firms specializing in mobility and tech domains, the market size is valued at nearly $100 million and is expected to expand at a compound annual growth rate (CAGR) of nearly 20% over the next five years. In 2028, the Saudi market is anticipated to hit $250 million, driven by the integration of AI and machine learning into agricultural robots, which will ultimately enhance their capabilities, making them indispensable for modern farming operations. 

This growth will be fueled by increasing investments in agricultural technology (agri-tech), and the adoption of innovative farming practices will play a vital role in ensuring food security and economic diversification.

The increasing amount of data generated by autonomous systems paves the way for developing analytics platforms that help farmers make informed decisions based on real-time data. Additionally, supporting startups and companies that focus on innovative solutions in the agri-tech space can yield high returns, especially those that integrate robotics and automation into farming practices.

How autonomous robots revolutionize agriculture and farming in Saudi Arabia

Various types of autonomous robots transform agriculture and farming in Saudi Arabia. For example, drones are used for aerial monitoring, crop spraying, and data collection, while harvesting robots can identify ripe crops and harvest them with precision. IoT-powered sensors can also monitor soil health and nutrient levels, providing valuable data for farmers. Additionally, automated tractors can carry out planting, tilling, and other field operations without human intervention. The use of autonomous robots in agriculture is expected to revolutionize traditional farming methods, leading to sustainable practices, improved crop management, and higher productivity. 

One of the key benefits of integrating smart robotics in agriculture is that it targets labor-intensive tasks, like planting, harvesting, and monitoring, using AI, sensors, and drones to enhance precision in arid conditions. For planting automation, autonomous robots plant seeds at optimal depth and spacing, applying fertilizers and pesticides precisely during sowing, which reduces waste and frees farmers for strategic tasks. They operate 24/7 and adapt to soil data for uniform crop establishment, especially vital in Saudi Arabia's vast farmlands. Robotic harvesters use high-precision visual sensors to identify ripe fruit, navigate trees, and pick without damage, operating continuously to increase output. 

Earlier this year, King Abdullah University of Science and Technology (KAUST) developed a new robotic system designed to automate date palm harvesting, aiming to disrupt the agriculture industry and position Saudi Arabia as a leader in agriculture innovation.  The project, headed by KAUST Assistant Prof. Shinkyu Park, focused on automating critical tasks in date palm cultivation, including harvesting, pollination, and tree maintenance. By integrating robotics with AI, the project is expected to improve efficiency and deliver higher yields of more nutritious dates, fulfilling the need to modernize and automate traditional practices in the date palm industry in the Kingdom.

Crop monitoring drones with cameras and sensors fly over fields to detect pests, diseases, and health issues early, enabling rapid interventions and minimizing losses. Meanwhile, autonomous ground robots are used to analyze soil for nutrients, pH, and moisture, recommending precise fertilizer applications to maximize yields without excess. This data-driven approach enhances soil health in the long term, reducing costs and promoting efficient resource use in Saudi farms.

For Saudi farmers, agricultural robotics can deliver substantial benefits by tackling core challenges, such as water scarcity, labor shortages, and low productivity in arid environments, ultimately advancing food security under Vision 2030. This includes:

• Reducing costs and labor expenses by automating repetitive tasks.
• Conserving water by utilizing precision irrigation systems from robots to deliver water where needed.
• Improving yields through AI-powered monitoring and harvesting.
• Reducing chemical runoff through targeted spraying, which contributes to protecting soil and biodiversity while complying with the Saudi's green initiatives. 

Humans and agricultural robotics

The transition from traditional farming to smart agriculture demands a fundamental shift in the skills base, creating both a challenge of displacement and an unprecedented opportunity for new, high-value employment. 

The automation of repetitive, labor-intensive tasks will inevitably reduce demand for low-skilled seasonal labor. While addressing labor shortages, this shift creates a pressing social and economic imperative: the need for large-scale reskilling and upskilling of the existing agricultural workforce. Government, tech providers, and institutions could offer certified, hands-on training modules, ensuring the current farming community has the required digital literacy to deal with innovations such as tablet-based control systems, dashboards, and software platforms. Therefore, new high-tech agri-tech professions will emerge, redefining what it means to work in agriculture. The sector will no longer employ farmers, but a suite of science, technology, engineering, and mathematics (STEM) professionals, data analysts, drone operators, agronomy pilots, agricultural robot fleet managers, and agri-tech support technicians.

Finally, the landscape of agricultural autonomous robots in Saudi Arabia is highly competitive and rapidly evolving, driven by a combination of local startups and established global players who develop innovative solutions tailored to the Kingdom’s unique agricultural challenges. By focusing on advanced technologies, like AI, machine learning, and robotics, these companies play a crucial role in creating efficient systems for harvesting, monitoring, and managing crops.

The successful integration of autonomous farming in Saudi Arabia will be measured not only in yield increases and water savings but also in its transition for the workforce. By investing heavily in reskilling programs for today's farmers, the Kingdom can ensure its agricultural revolution builds human capital alongside technological capital. 

Noha Gad

The rapid growth of e-commerce urged retailers to deliver faster, cheaper, and more reliable services to meet customers’ preferences for same-day or even two-hour deliveries. Traditional fulfillment models, relying on large regional warehouses, often struggle to meet urban delivery expectations due to long transit times and high last-mile costs, which can account for up to 53% of total shipping expenses.  

This shift has driven the adoption of localized fulfillment strategies, with Micro-fulfillment centers (MFCs) emerging as a scalable solution to bridge the gap between supply and demand in high-density markets.

MFCs integrate directly with e-commerce platforms, allowing real-time inventory synchronization and seamless order processing. They play a pivotal role in optimizing e-commerce operations by enabling proximity-based fulfillment. By storing high-turnover inventory in urban micro-hubs, retailers can drastically reduce delivery times, often to less than 24 hours, while improving order accuracy through automation.

These compact, automated centers, typically ranging from 3,000 to 10,000 square feet, revolutionize modern logistics as they bring inventory closer to urban consumers and enable faster deliveries and more efficient supply chains. MFCs were developed to meet rising consumer demand for same-day or next-day delivery, utilizing automation and real-time inventory systems to process orders with speed and precision, making them a cornerstone of agile e-commerce fulfillment.

How MFCs work

The primary objective of an MFC is to optimize last-mile delivery, the most expensive and time-sensitive segment of the supply chain, by reducing the distance between inventory and end customers. 

Micro-fulfillment centers integrate three essential components: advanced management software, automated physical infrastructure, and streamlined packing operations. The software layer processes incoming online orders in real time, synchronizing with e-commerce platforms and inventory systems to ensure accuracy and speed. Meanwhile, the physical infrastructure leverages robotics, automated storage and retrieval systems (AS/RS), and conveyor networks to retrieve items with minimal human intervention, significantly reducing labor costs and error rates. Once ready, items are transferred to packing stations where staff or automated systems prepare them for dispatch, often within hours of order placement.

These centers can operate as standalone facilities or be embedded within existing retail stores, enabling omnichannel fulfillment strategies such as ship-from-store, buy-online-pickup-in-store (BOPIS), and curbside pickup.

Types of micro-fulfillment centers 

There are three primary types of MFCs: standalone, store-integrated, and dark stores. Standalone MFCs are independent, compact logistics facilities typically ranging from 3,000 to 10,000 square feet. These centers focus exclusively on processing online orders for rapid last-mile delivery. They are often built in repurposed industrial spaces, basements, or standalone urban lots and can be deployed within months due to minimal construction requirements. They are effective for e-commerce businesses seeking to scale delivery speed without relying on existing retail footprints.

Store-integrated micro-fulfillment centers are embedded within active retail or grocery stores, typically in backrooms, basements, or underutilized floor space, allowing simultaneous in-store shopping and online order fulfillment. This type leverages the store’s proximity to customers to reduce shipping costs and accelerate delivery times, often enabling curbside pickup, BOPIS, and local delivery within hours. This model also improves inventory turnover by dynamically allocating stock between in-store sales and online fulfillment, reducing overstock and shrinkage.

Additionally, dark stores are retail locations that have been converted into fully automated, customer-inaccessible fulfillment centers dedicated exclusively to processing online orders. Unlike store-integrated MFCs, dark stores do not serve walk-in customers; they serve fulfillment staff or robots that pick items from shelves and pack them for home delivery or pickup. 

Dark stores are particularly prevalent in grocery and fast-moving consumer goods (FMCG) sectors, where demand for rapid delivery is high.

How MFCs boost the e-commerce industry

Retailers of all sizes leverage micro-fulfillment centers to stay competitive as they offer a wide range of benefits, including: 

-Faster delivery times.

-Improved customer satisfaction.

-Lower delivery and inventory costs.

-Space optimization.

-Omnichannel integration.

The future of MFCs is shaped by rapid urbanization and the growing need for hyper-local fulfilment solutions, fueled by advancements in robotics, AI-driven inventory management, and automation technologies. Thus, these centers are no longer a futuristic concept but a strategic necessity in the evolving landscape of e-commerce and urban logistics. 

MFCs offer a scalable, efficient solution to meet consumers’ demand for same-day and even same-hour delivery by bringing inventory closer to end customers through compact, automated hubs located in or near cities.

Finally, MFCs represent a transformative shift in how goods are stored, picked, and delivered. As technology advances and urban density increases, MFCs will become an operational imperative for businesses aiming to meet rising customer expectations for speed, convenience, and sustainability in the digital age.

Noha Gad 

The food and beverage (F&B) sector represents a key pillar in Saudi Arabia’s journey towards economic diversification and sustainable growth. This promising industry has witnessed a significant expansion with technology being a catalyst for seismic changes in the sector amid shifting market dynamics and evolving consumer demands.

A recent report by AstroLabs, the leading business expansion platform in MENA, revealed that the market value of the Saudi F&B industry reached $45 billion in 2024, presenting lucrative business opportunities across its segments and subsegments. The same report anticipated consumer spending on food services to rise by 6% annually over the next five years, while the food delivery market is projected to surge to $14.9 billion by 2028.

Technology has profoundly transformed every stage of the food value chain, from using advanced agricultural technologies that enhance farming and enable controlled environment agriculture, to shaping how food is accessed, prepared, and enjoyed. Integrating IoT and blockchain also enhanced supply chain transparency, food safety, and traceability, building greater consumer trust and reducing inefficiencies throughout the sector.

This synergy between tradition and modernity not only preserves Saudi Arabia’s culinary heritage but also ensures that technology remains at the heart of future growth, delivering resilient, sustainable, and world-class food systems for generations to come.

Another report by the global business consulting firm, Grand View Research, unveiled that the food technology (foodtech) market in Saudi Arabia is expected to reach $10.2 million by 2030, marking a compound annual growth rate (CAGR) of 10.5%.

Additionally, the latest report by the Saudi Central Bank (SAMA) highlighted that the point-of-sale (PoS) sales in the F&B sector surpassed SAR 165.7 billion during the second quarter (Q2) of 2025, backed by a humble increase in the number of transactions, which reached over 2.7 billion.

Critical things to consider for establishing a strong presence in the Saudi F&B sector

• Testing the market first and prioritizing omnichannel retail. Companies that aspire to expand into Saudi Arabia must test their products in the market before making large investments. Also, omnichannel retail involving online and offline sales has become an important mainstay in the Saudi retail sector, while the growth of younger consumers has resulted in a shift from traditional trade to modern trade. 
• Obtaining Halal certifications and forging partnerships with local players. Halal certification is necessary for food brands to gain a foothold in this market. They need to ensure compliance with Saudi Food and Drug Authority (SFDA) regulations.
• Utilizing logistics and temperature-controlled delivery hubs to ensure products remain fresh.

The Saudi foodtech landscape is bustling with innovations and investment, with several startups leading the charge, notably Nana, the dark store grocery delivery startup and a key player in the digital shopping solutions sector; Foodics, the leading cloud-based technology and payments platform for restaurants; iyris, the innovative agriclimate tech company specializing in advancing commercial farming; Mr. Mandoob, a state-of-the-art delivery platform that connects consumers with various dark stores, and more. 

Key innovations that transform the F&B sector in Saudi Arabia 

Cloud Kitchens 

The cloud kitchen business is transforming the food service industry in Saudi Arabia, providing a unique blend of convenience and innovation to meet the evolving demands of consumers. Cloud kitchens, or virtual kitchens, operate exclusively for delivery orders without dine-in options, offering a cost-effective alternative to traditional restaurants. This model allows food entrepreneurs and established restaurant chains to launch multiple brands from a single kitchen space.

The boom in the cloud kitchen industry was driven by high demand for delivery services, notably during the COVID-19 pandemic, lower operational costs, flexible operations, and the emergence of e-commerce and delivery platforms, such as Jahez, HungerStation, and Talabat.

According to a survey conducted by Qoot, a subsidiary of management consulting firm Mukatafa, 44% of respondents believe that cloud kitchen businesses have lower operational costs than a normal restaurant. However, 56% said they saw fewer sales than a normal restaurant business, with only 17% reporting more sales.

The cloud kitchen market in Saudi Arabia is expected to hit $335.7 million by 2030, growing at a CAGR of 7.7% from 2021 to 2030, as stated by Al Taasis, a leading business incorporation and on-the-ground corporate solutions specialist.

Over the next five years, Saudi Arabia is anticipated to become one of the leading markets for cloud kitchens in the region, backed by urbanization, government support for entrepreneurship, and a growing appetite for digital services.

Establishing a cloud kitchen business offers various advantages, including the flexibility in menu changes, reduced financial burden, operational efficiency, and direct access to customer insights.

Subscription Meal Services

The subscription meal services industry in Saudi Arabia is gaining momentum as consumers increasingly seek convenient, healthy, and personalized dining options. This service offers customers the ability to subscribe to meal plans that deliver ready-to-eat or easy-to-prepare meals regularly, catering to varying dietary needs and preferences. 

The rising awareness of nutrition and wellness, urban lifestyles that limit time for cooking, and the integration of digital platforms that enhance user experience have accelerated the growth of subscription meal services in the Kingdom.

The ‘KSA Subscription-based Meals Market Research’ report, published by MarkNtel, stated that the subscription-based meals market in Saudi Arabia reached $254 million in 2024, and is expected to hit $383.5 million by 2030, with a CAGR of around 7.11% during 2025-2030.

Figures released by the global data and business intelligence platform, Statista, revealed that revenue in the Saudi meal delivery market is projected to surpass $10 billion in 2025 to reach $11.7 billion by 2030.

Calo is one of the key players that revolutionizes personalized meal subscriptions in Saudi Arabia. In 2024, it delivered 10 million meals across the GCC, reinforcing growing demand for data-driven, personalized nutrition.  

Other Saudi subscription meals platforms, such as Freshhouse, Right Bite, and Dailymealz, allow users to update their meal plans, pause or skip deliveries, and provide feedback, creating a highly user-centric experience. They provide consumers flexibility in meal selections, customizable menus, and streamlined delivery schedules, making it easier for them to maintain consistent healthy eating habits.  

AI-Powered Food Applications

Technology is a game-changer in the online food delivery market in Saudi Arabia. Platforms invest heavily in new tools that make things easier for users and run their operations better. They also utilize artificial intelligence (AI) and data to tailor their services, predict consumer preferences, and find the best routes for delivery. A recent report published by IMARC Group stated that the online food delivery market in Saudi Arabia is expected to record $5.71 billion by 2033, marking a CAGR of 13.6 during 2025-2033.

The AI-powered food applications in Saudi Arabia operate within a rapidly growing multi-billion-dollar online food delivery market, backed by high-tech infrastructure, a high internet penetration rate (99%), a large base of digital consumers, and heavy use of AI for personalization, logistics, and operational efficiency

Finally, the emergence of a digital food landscape has created opportunities for new delivery systems. The ongoing digitization of the food delivery space reflects a dynamic scene with potential shifts and increased business activities, contributing to the development of the Saudi tech sector and the realization of Vision 2030’s objective of localizing 85% of its food industry by 2030. 

Noha Gad

The substantial growth in the e-commerce sector over the past few years has revolutionized the retail landscape, powered by a surge in global online shoppers and evolving consumer expectations. In 2025, the number of online shoppers across the world is expected to reach around 2.77 billion, representing almost one-third of the global population, according to recent data released by SellersCommerce, a leading global B2B platform transforming the e-commerce landscape. 

This rapid expansion is triggered by increasing internet penetration, mobile commerce adoption, and the convenience offered by digital platforms. Consumers now demand faster, more flexible, and reliable delivery options, raising the bar for companies to optimize their last-mile delivery processes.

The term ‘last-mile delivery’ refers to the final stage in the supply chain where goods travel from a warehouse or local distribution center to the end customer’s doorstep, business, or a parcel locker. Although last-mile delivery is the shortest leg of a product’s journey, it is the most complex and expensive part of the logistics process, accounting for over half of total shipping costs. This phase directly links brands to consumers, serving as the ultimate touchpoint in fulfilling customer orders.

The rise in e-commerce and on-demand services highlighted the importance of last-mile delivery in meeting customers’ expectations to receive their packages safely with remarkable speed and flexibility. Same-day and next-day delivery options have become standard expectations, pushing businesses to innovate and optimize this phase of logistics. Thus, last-mile delivery is no longer just about moving parcels but about delivering superior customer experience and satisfaction.

Last-mile delivery requires careful route optimization, multiple stops, and flexible scheduling to meet strict delivery deadlines, especially in crowded urban environments. With growing expectations for transparency, customers now demand real-time tracking and prompt notifications, adding pressure on carriers and logistics providers. Successfully navigating these operational complexities can set companies apart in a competitive landscape and build lasting customer loyalty.

The evolution in last-mile delivery

The last-mile delivery landscape saw a remarkable evolution, driven by the shift from simple, manual processes to highly sophisticated, technology-driven operations. In the past, deliveries were largely managed through routine routes and fixed schedules, but today, last-mile delivery has transformed into a dynamic, customer-focused process that leverages data analytics, automation, and smart logistics solutions to optimize every step of the journey.

Emerging technologies played a pivotal role in enabling this shift. Real-time tracking systems, route optimization software, and mobile applications empowered delivery teams with the tools to plan more efficient routes, reduce fuel consumption, and proactively communicate with customers. Additionally, data analytics provides crucial insights into delivery patterns, resource allocation, and customer preferences, allowing companies to enhance their operations for maximum efficiency. 

These technological developments raised customers' expectations for last-mile delivery as shoppers prioritize speed and convenience, with same-day and even one-hour deliveries becoming standard in many markets. 

Outsourcing last-mile delivery became a strategic priority for many businesses aiming to meet the rising demands of today’s fast-paced and competitive market. By outsourcing last-mile delivery, companies mainly rely on specialized third-party logistics (3PL) providers to handle the critical final stage of the supply chain, instead of managing their own fleets and delivery personnel.

This shift enables businesses to scale operations efficiently without incurring the heavy costs of fleet ownership and management. It also enhances customer experience by providing more localized and flexible delivery options.

Key innovations in last-mile delivery

• Electric and autonomous delivery vehicles. This innovation is ideal in urban locations with frequent stops and short distances. It contributes to reducing carbon emissions, noise pollution, and operational costs. Leveraging AI, GPS, and sensors, autonomous delivery vehicles can navigate complex environments and operate 24/7. Despite these promising benefits, challenges remain in regulatory approval, cybersecurity, and infrastructure adaptation.
• Drone Delivery. This solution rapidly emerged as a transformative power in last-mile logistics as it offers unparalleled speed and flexibility in reaching customers, especially in congested urban centers and remote areas. This ability makes drones ideal for urgent deliveries such as medical supplies, food, and small parcels, where speed is critical. Electric-powered drones produce zero emissions and reduce road congestion, enabling direct deliveries to homes or designated drone ports, supporting sustainable urban logistics. One of the key challenges that delivery drones face is payload and flight range limitations that restrict package size and delivery distance.

Overall, last-mile delivery acts as a critical bridge in the logistics chain, connecting the complex global supply network to individual consumer experiences. Its evolving role requires continuous innovation to meet customer expectations for fast, reliable, and sustainable delivery. Mastering last-mile delivery is not just about moving parcels faster; it’s about crafting exceptional delivery experiences that build trust, loyalty, and a greener future in an ever-connected digital marketplace.

Kholoud Hussein 

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

What Is an ESOP?

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

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

Why Startups Embrace ESOPs

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

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

How ESOPs Work in Startups

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

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

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

ESOPs in Emerging Markets

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

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

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

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

Ghada Ismail

When you're in the initial stages of launching a startup—raising money, acquiring users, building product-market fit—thinking about an exit seems too early. But experienced founders know that from the very start, you build not just for expansion, but for a potential finish line.

An exit strategy is your strategy for how you and your investors will ultimately cash out of the business. It determines how stakeholders will harvest the value they've helped create, either by selling the firm, merging with another company, going public, or even closing down.

Let's break down what an exit strategy is, why it's important, and what alternatives startups usually consider.

Why Startups Require Exit Strategies

An exit strategy is not quitting; it's preparing for the transition that is needed. No business is ever a startup forever. Whether your company succeeds, pivots, or tanks, every business trajectory will eventually reach a fork in the road.

what comes next is why it is so essential to have an exit strategy:

•Investor Expectations: Venture capitalists invest with an expectation of return, usually through exits like acquisitions or IPOs.

• Strategic Planning: Having a potential endpoint in mind informs your business decisions along the way.

• Founder Goals: Some founders envision a legacy company, whereas others plan for exit after 5-7 years. Both are doable but necessitate different strategies.

• Risk Management: Exit planning prepares for market downturns or challenges internally before they get out of hand.

Common Types of Startup Exit Strategies

1. Acquisition

An acquisition happens when a larger company buys your startup, either for your product, your team, or your users, or all three.

An acquisition provides liquidity and can be quicker than an IPO. Ex: Facebook buying Instagram.

It is best for startups with differentiated tech, strong growth, or strategic value to larger players.

2. Initial Public Offering (IPO)

Going public via an exchange listing is considered the "final" exit. It has the added benefits of raising funds, increasing visibility, and providing liquidity for investors.

IPOs are rare because they are expensive, heavily regulated, and suitable only for established startups with strong financials.

IPOs are best for high-growth startups in large markets, especially ones with global ambitions.

3. Merger

A merger combines your startup with a different company, typically to share resources, grow faster, or be able to compete more effectively.

It may allow startups to exist in challenging markets or expand better. It works best for startups that desire to benefit from a different firm's capabilities.

4. Management Buyout (MBO)

In an MBO, your firm is purchased by internal parties, generally high-level employees or current executives.

It keeps the company's culture intact and compensates the core team from within.

MBOs are ideal for startups with devoted leadership teams and no external investors anticipating enormous returns.

5. Shutting Down 

Not all exits are glamorous. Sometimes the wisest thing to do is an orderly shut-down; returning outstanding capital, paying off obligations, and closing neatly.

Why it's important: Dying startups can also exit in style, preserving founder reputations and investor relationships.

They work best for startups that can't scale or pivot successfully.

How to Select the Best Exit Strategy?

There is no one-size-fits-all path. The ideal exit strategy will depend on your intentions, your investors' timelines, your market, and your business model.

Below are some questions to guide you:

• Are you creating to sell or to remain?

• What degree of control do you desire over your company long-term?

• How long do you want to remain involved after exit?

• Are your investors requiring a timeline or a specific type of return?

Talking about it upfront—both internally and to investors—can get everyone aligned and eliminate conflict down the road.

When Should You Start Thinking About Exits?

Ideally, before you raise your first Riyal. Exit planning should be on your to-do list from the day you start raising capital or even conceiving your growth strategy.

Even though you don't have an established deadline or guaranteed result, having a direction where you're heading keeps decisions regarding hiring, product development, and investor relations aligned.

The earlier you begin contemplating your exit, the more on your terms you'll be in control of it.

Wrapping things up…

An exit strategy does not mean you're going to exit, but planning in advance. If your desire is to be acquired, merge with a strategic business partner, or develop a sustainable business that can continue without you, knowing how your journey may shift impacts how you build today.

Startups are volatile. But having clarity around your long-term vision gives you and your stakeholders the direction you need to make better decisions, grow on purpose, and exit on your terms.

Noha Gad

The startup world is witnessing a quiet revolution. While venture capital and bootstrapping dominate headlines, a lesser-known model, search funds, has been delivering outsized results for founders and investors alike. 

Unlike traditional venture capital, search funds empower founders to acquire and scale existing companies with investor-backed capital and mentorship, significantly de-risking the entrepreneurial journey. But why are search funds gaining traction, and how can they transform your startup’s future? 

What are search funds?

Search funds are an innovative investment model where aspiring entrepreneurs (called "searchers") raise capital from investors to systematically acquire and operate an existing small-to-midsize business. 

The process comprises two phases: first, the searcher raises an initial "search fund" (typically ranging between $500,000 to $1 million) to cover 12–24 months of operational costs while identifying and evaluating potential acquisition targets. They analyze hundreds of businesses, leveraging investor networks and industry expertise to find undervalued companies with strong growth potential.

Once a searcher identifies and acquires a target business, the operational transformation phase begins. In this phase, the searcher steps in as CEO, using additional investor capital and mentorship to scale the business.

This stage plays a critical role in de-risking entrepreneurship as it helps searchers avoid the 90% failure rate of early-stage startups by building on a proven foundation. Additionally, it increases the investor's return on investment (ROI) by 4.5 times.

Why do search funds matter?

Unlike traditional venture capital, search funds focus on proven businesses, offering a unique blend of entrepreneurial opportunity and reduced risk. Investors, often high-net-worth individuals or institutional players, provide not just capital but hands-on guidance, forming a partnership with the searcher. 

This symbiotic approach has made search funds particularly attractive for founders seeking a "middle path", avoiding the grind of starting from scratch while sidestepping the equity dilution common in VC-backed startups.

Why are search funds critical for startups?

Search funds offer various benefits for startups, such as:

• Access to capital without extreme dilution. Search funds enable searchers to raise acquisition capital without giving up ownership upfront.
• Built-in traction and market validation. Search funds target already revenue-generating companies with existing customers, eliminating guesswork.
• Accelerated growth with expert backing. Unlike passive VC investors, search fund backers often provide industry-specific mentorship.
• Risk mitigation in volatile markets. Search funds usually target recession-proof sectors, such as B2B services, healthcare, and IT.

How to leverage search funds?

Search funds provide a unique opportunity for ambitious operators to acquire and scale established businesses while mitigating startup risks. Entrepreneurs should focus on securing investors with industry expertise, targeting stable companies in recession-resistant sectors, and executing post-acquisition growth through operational improvements and strategic add-ons. 

On the other hand, investors must focus on sector expertise and aligning incentives to capitalize on search funds’ unique advantages: lower risk than traditional VC, higher involvement than PE, and typical returns upon exit.

Finally, search funds represent a transformative model that provides entrepreneurs a proven path to leadership without the volatility of starting from scratch. Meanwhile, these funds offer investors a hands-on, high-reward asset class grounded in real businesses. By merging operational expertise with strategic capital, this model transforms undervalued companies into growth engines while producing exceptional returns.