The challenges
Where. The goal of entering “the Gulf” was commercially vague. Without a prioritized market list, sales and marketing lacked focus and resources risked being spread too thin.
Who. The value proposition was strong in Europe but unproven in the GCC. The client needed to know which segments, whether luxury retail, hospitality or family conglomerates, would see value fastest and act as a first reference.
How. Setting up a legal entity, navigating UAE corporate law and hiring credible local talent looked like a complex, time-consuming barrier that would distract leadership from the business in France.
Phase 1: Diagnostic and prioritization
25 hours of video workshops and two meetings in Paris. A deep dive into the macroeconomic, competitive and regulatory landscape of the key GCC markets, using data on digital ad spend, luxury market growth and where target brands are headquartered. The result was a unanimous, data-backed decision to launch in the UAE, with a focus on Dubai. The choice may look obvious to anyone who knows the region, but the board needed numbers, not a hunch.
Phase 2: Modeling and lighthouse targeting
15 hours of video sessions. A detailed TAM/SAM/SOM model turned “massive potential” into achievable, investor-grade targets, alongside a shortlist of 12 prestigious UAE groups whose public adoption would send a strong market signal.
Phase 3: In-field immersion
A one-week trip to Dubai with the client’s CEO and CRO: face-to-face meetings with 8 target accounts, validation sessions with local experts and potential channel partners, and site visits to business districts and free zones including DMCC. The trip turned target accounts into real relationships and gave leadership the confidence to green-light the investment.
Phase 4: Execution and entity setup
20 hours of video sessions and a second field trip. Negotiation support as the client’s sales leadership closed a foundational two-year contract with a leading UAE luxury retail group, where cultural intelligence made the difference in bridging French and Emirati expectations. Together with a trusted local consultant, we managed the full setup of the DMCC subsidiary, and final-round interviews led to the hiring of a Country Manager who started in November 2025.
