In February this year, the Dubai International Finance Centre (DIFC) reported its highest ever annual revenue and operating profit.

Meanwhile, in Saudi Arabia, Riyadh is focused on morphing from an oil and gas powerhouse into a business, commerce and finance hub, with experts forecasting that Saudi Arabia will become the preeminent finance hub in the Middle East within the next three years.

On the ground

This is a strong indication that key hubs in the Middle East, such as the DIFC and Riyadh, are being successful in diversifying their proposition and setting out their stalls as global players in cross-border investment.

From an international service provider perspective, it’s long been the case that centres in the Middle East have been active in the private client and family office market – but this is now broadening with investors in the region looking for increasingly sophisticated support to enable them to achieve their global investment aspirations.

At the same time, investors and family offices elsewhere in the world are looking more and more at the cross-border structuring and professional support services available through Middle East hubs like the DIFC and Riyadh to support their international ambitions too.

As local, regional and global investors increasingly put their faith in these Middle East hubs, it is our responsibility as service providers with the experience and expertise in cross-border structuring to support that trend with the same quality service and knowledge that we have applied in other markets too.

It has certainly been the message from family offices that the Middle East market is incredibly busy. Our experience on the ground is that the DIFC and Riyadh are seen as a nexus for investment into key growth markets, specifically Africa and Asia – providing a route from North to South (the UK/Europe to Africa), and from West to East (the US to Asia).

As well as the geographical positioning that plays out well for this sort of structuring opportunity, it is the tax neutral environment they provide that also lends itself perfectly to straightforward collective investment structures – an area where we are seeing particular activity at the moment amongst family offices.

Private equity and venture capital type deals are areas of particular activity, with family offices globally still sitting on significant amounts of dry powder, waiting to be allocated to the right target and put to work. The message is clear, though – it has to be the right target.

Which is why having a tried and tested route to market that can enable them to react quickly when the right opportunity comes along is so important – and the hubs in the Middle East are rising to that challenge.

As well as providing good structuring, attractive tax environments and good mechanisms for upstream investment vehicles needing neutral ground, hubs in the region are significantly enhancing their governance and regulatory frameworks and investing heavily in their hard and soft infrastructures – bolstering their regional stock exchanges, for example, to support listed fund business.

This is where there is significant opportunity for offshore vehicles in supporting the evolution of these hubs. We frequently see, for example, Jersey structures being used to complement activity in the Middle East, whilst the experience in centres like Jersey have in governance and cross border regulation is hugely prized by families and complements the work being done by advisors in the Middle East too.

As hubs in the Middle East continue to evolve and transition at pace from domestic to international centres, IFCs like Jersey can play a positive and complementary role. The fact that Jersey has been visiting the Middle East region for many years, has had a presence in the UAE since 2011 and is ramping up its visibility in Saudi Arabia, puts it in a strong position to support this trend.

The future

Both the DIFC and Riyadh have hugely ambitious but highly achievable growth plans for the years ahead.

2021 saw the approval, for instance, of the DIFC’s Strategy 2030, a new strategy that reflects the DIFC’s role in supporting sustained economic growth. It embraces new legislation relating to the expanded duties and responsibilities of the DIFC and promotes the values of efficiency, transparency and integrity, whilst also placing a real emphasis on innovation.

In Saudi Arabia meanwhile, the Vision 2030 strategy sets out an equally ambitious growth plan, with an aim to rebalance its economy, diversify into new sectors, from financial services to high-end manufacturing, tourism, entertainment and culture.

It’s clear that the Middle East, in particular the UAE and Saudi Arabia, provides significant opportunities to support family office structuring and private market cross-border investment, and the pace of change over the coming years will undoubtedly accelerate.

As a result, there are collaborative opportunities for professionals in IFCs like Jersey who are familiar with the Middle East region and who have so much experience in cross border structuring, to support that growth and achieve mutually beneficial outcomes – for IFCs like Jersey, for those hubs in the Middle East, and of course clients.

In February this year, the Dubai International Finance Centre (DIFC) reported its highest ever annual revenue and operating profit.

Meanwhile, in Saudi Arabia, Riyadh is focused on morphing from an oil and gas powerhouse into a business, commerce and finance hub, with experts forecasting that Saudi Arabia will become the preeminent finance hub in the Middle East within the next three years.

On the ground

This is a strong indication that key hubs in the Middle East, such as the DIFC and Riyadh, are being successful in diversifying their proposition and setting out their stalls as global players in cross-border investment.

From an international service provider perspective, it’s long been the case that centres in the Middle East have been active in the private client and family office market – but this is now broadening with investors in the region looking for increasingly sophisticated support to enable them to achieve their global investment aspirations.

At the same time, investors and family offices elsewhere in the world are looking more and more at the cross-border structuring and professional support services available through Middle East hubs like the DIFC and Riyadh to support their international ambitions too.

As local, regional and global investors increasingly put their faith in these Middle East hubs, it is our responsibility as service providers with the experience and expertise in cross-border structuring to support that trend with the same quality service and knowledge that we have applied in other markets too.

It has certainly been the message from family offices that the Middle East market is incredibly busy. Our experience on the ground is that the DIFC and Riyadh are seen as a nexus for investment into key growth markets, specifically Africa and Asia – providing a route from North to South (the UK/Europe to Africa), and from West to East (the US to Asia).

As well as the geographical positioning that plays out well for this sort of structuring opportunity, it is the tax neutral environment they provide that also lends itself perfectly to straightforward collective investment structures – an area where we are seeing particular activity at the moment amongst family offices.

Private equity and venture capital type deals are areas of particular activity, with family offices globally still sitting on significant amounts of dry powder, waiting to be allocated to the right target and put to work. The message is clear, though – it has to be the right target.

Which is why having a tried and tested route to market that can enable them to react quickly when the right opportunity comes along is so important – and the hubs in the Middle East are rising to that challenge.

As well as providing good structuring, attractive tax environments and good mechanisms for upstream investment vehicles needing neutral ground, hubs in the region are significantly enhancing their governance and regulatory frameworks and investing heavily in their hard and soft infrastructures – bolstering their regional stock exchanges, for example, to support listed fund business.

This is where there is significant opportunity for offshore vehicles in supporting the evolution of these hubs. We frequently see, for example, Jersey structures being used to complement activity in the Middle East, whilst the experience in centres like Jersey have in governance and cross border regulation is hugely prized by families and complements the work being done by advisors in the Middle East too.

As hubs in the Middle East continue to evolve and transition at pace from domestic to international centres, IFCs like Jersey can play a positive and complementary role. The fact that Jersey has been visiting the Middle East region for many years, has had a presence in the UAE since 2011 and is ramping up its visibility in Saudi Arabia, puts it in a strong position to support this trend.

The future

Both the DIFC and Riyadh have hugely ambitious but highly achievable growth plans for the years ahead.

2021 saw the approval, for instance, of the DIFC’s Strategy 2030, a new strategy that reflects the DIFC’s role in supporting sustained economic growth. It embraces new legislation relating to the expanded duties and responsibilities of the DIFC and promotes the values of efficiency, transparency and integrity, whilst also placing a real emphasis on innovation.

In Saudi Arabia meanwhile, the Vision 2030 strategy sets out an equally ambitious growth plan, with an aim to rebalance its economy, diversify into new sectors, from financial services to high-end manufacturing, tourism, entertainment and culture.

It’s clear that the Middle East, in particular the UAE and Saudi Arabia, provides significant opportunities to support family office structuring and private market cross-border investment, and the pace of change over the coming years will undoubtedly accelerate.

As a result, there are collaborative opportunities for professionals in IFCs like Jersey who are familiar with the Middle East region and who have so much experience in cross border structuring, to support that growth and achieve mutually beneficial outcomes – for IFCs like Jersey, for those hubs in the Middle East, and of course clients.

Danielle won Gold in the ‘Woman of the Year – Rising Star’ category at the Awards. The results were announced at an event in London last week (3 March).

The Awards, now in their eleventh year, are designed to recognise individuals and companies leading the way in maximising the potential of women in wealth, champion women in the wealth sector, highlight the female leaders of today and tomorrow, and create a platform for best practice to have a positive social influence on the sector.

Commenting on Danielle’s award, Paul Hunter, Co-Group Head of Crestbridge Family Office Services, said: “Our culture is very much a team one, built around supporting each other and celebrating our collective strengths and expertise. I’m delighted for Danielle to be recognised as a rising star in the industry, and for our team to be represented so prominently once again is a great reflection of our shared culture.”

What inspired you to take on this challenge?

I have always kept active. My main sporting interest is Stand Up Paddleboard (SUP) racing and over recent years that’s been my main focus for training. Although there are SUP races locally in Jersey, they are relatively small scale so attending larger races relies on being able to travel to places a bit further away – like France, Spain and the US.

With travel having been slightly more challenging due to the pandemic, though, I was looking for something else to work towards. This boxing event is being run by the gym I already train at, Transform Together, and the coaches were so encouraging when I said I was thinking of taking part.

Which charity are you supporting and why is it so significant to you?

I am fighting to raise money for Kidney Research UK. Paul (Pablo) Hunter, Group Co-Head of Family Office Services, suffers from kidney disease and has recently undergone kidney transplant surgery. Whilst Pablo has been incredibly stoic throughout, as his colleagues, we have all seen the huge impact this has had on Pablo’s life over the last few years as his treatment has escalated, attending regular dialysis appointments whilst on the waiting list for a suitable donor.

Knowing that this surgery was essential for Pablo’s life to return to some degree of normality and that some don’t get the transplant they so desperately need, I have chosen a charity that will provide benefit to others in Pablo’s situation. My hope is that through fundraising like this, treatments can be developed for those with kidney disease whilst research can also be undertaken with the aim of curing or ultimately preventing kidney disease.

How have you been training and preparing yourself for the event?

The training currently involves three boxing sessions per week, each an hour long, including a combination of technical and fitness training. The technical training is really starting from scratch – I’ve never boxed before – so I’ve been learning the  basics really, how to stand and move around and what the various punches are. Alongside that I am also continuing with three personal training sessions a week, which are predominantly strength based and part of my existing training plan, as well as a group training session which tends to be more cardio based.

As the weeks go on, I will also incorporate one-to-one pad work sessions and then we will eventually move on to sparring to start getting us used to hitting and – more importantly – being hit! We will all also be focussed on nutrition and how we are fuelling up for training and in the lead up to fight night, some will be wanting to achieve a goal weight whereas others will be more focussed on maintenance. It’s certainly a lot of preparation and disciplined hard work.

How important is having support on fight night?

A few family members and friends are understandably unsure whether they want to see me get punched in the face.  On the flipside, there may be a few who would willingly pay to see that! From my point of view, as this is an entirely new sport and challenge for me, having support will be important – I would hope that people will come along to see how much work goes into getting in the ring to fight, both physically and mentally.

In addition, there is also a wonderful spirit among the training group already and, having attended the last fight as a spectator, I know that everyone there watching, no matter who they are there to see, will be hugely supportive of all the fighters and the fighters of each other. I’m looking forward to it!

The panel comprised of a range of individuals from the trust, family office services, private client, legal, banking and accountancy industry.

The panel discussed key issues for entrepreneur clients including challenges and trends that have emerged over the last 18 months. Notably, there was consensus across the panel that, despite initial forecasts, entrepreneurs had been exceptionally active with every indication that this momentum was likely to continue.

Highlights from panel’s engaging discussion are set out in the Entrepreneurs’ Boardroom article in the latest issue of the Private Client Dining Club’s Digital Magazine here.