Michele Grosso

Qatar is signaling that Africa is no longer the “next frontier”, it’s the now. By 2025, more than $100 billion is set to flow into the continent, driven by bold investments through Al Mansour Holdings, chaired by Sheikh Mansour, which oversees a $300B portfolio. The focus? Not just quick wins, but long-term transformation: digital infrastructure, cybersecurity, mining, agriculture, energy, and technology - all tied to building skills and human capital. Just look at recent commitments: • Botswana – $12B • Zambia – $19B • Zimbabwe – $19B • DR Congo – $21B • Burundi – $5–10B Africa isn’t short on opportunity. With a $3.1T economy, 1.5B people, 60% of the world’s arable land, and a third of global minerals, the potential is unmatched. Yet, the African Development Bank estimates $400B+ annually is needed to fully unlock growth. This is where partnerships like Qatar’s matter. This is more than money - it’s a bridge for technology transfer, trade, and innovation. If sustained, such collaboration could define Africa’s role in global growth for decades. Who else will step up to partner with Africa in shaping its future? #AfricaNow #InvestInAfrica #Qatar #GlobalPartnerships #FDI #Infrastructure #Technology #SustainableGrowth #AfCFTA #HumanCapital #OneAfrica #Development

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Saudi Arabia’s 2026 Budget: A Clear Path to Resilient Growth Saudi Arabia has unveiled its preliminary budget for 2026, highlighting a financial framework that reflects both economic resilience and forward-looking ambition. 🔅 Key Economic Outlook ▪️ Real GDP is projected to grow by 4.6%, fueled by non-oil activities expanding at 5%. ▪️ Revenues are estimated at 1,147 billion riyals ($305.9 billion) against expenditures of 1,313 billion riyals ($350.1 billion), with a fiscal deficit of 3.3% of GDP. ▪️ Inflation is expected to remain steady at 2.3%, while unemployment among Saudis has already declined to 6.8% in Q2 2025—achieving a core Vision 2030 target ahead of schedule. 🔅 Strategic Fiscal Policy ▪️ The government continues its counter-cyclical expansionary spending, directing resources toward high-impact projects with economic and social returns. ▪️ Fiscal sustainability is reinforced through a balanced approach of debt management, domestic and international financing, and alternative funding solutions. 🔅 Vision 2030 – Phase Three ▪️ Starting in 2026, the Kingdom enters the third phase of Vision 2030—one focused on accelerated execution, deepened structural reforms, and expanding growth opportunities. ▪️ This phase underscores Saudi Arabia’s commitment to transforming its economic base, empowering the private sector, and enhancing resilience against global volatility. 🔅 Long-Term Perspective ▪️ Expenditures are set to rise to 1,419 billion riyals ($378.1 billion) by 2028, matched by revenue growth to 1,294 billion riyals ($344.8 billion). ▪️ Fiscal deficits are projected to narrow gradually as structural reforms and diversified investments strengthen the Kingdom’s economic foundations. Saudi Arabia’s 2026 budget is more than a fiscal plan—it is a roadmap for sustainable growth, global competitiveness, and long-term economic resilience. #SaudiArabia #Budget2026 #Vision2030 #EconomicGrowth #FiscalPolicy #GlobalEconomy #MiddleEast #Sustainability #PublicFinance #NonOilEconomy

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In the latest "Born to Disrupt" episode, I speak with Mark Walker and Simon Hardie and dive into the MENA venture capital landscape. In this podcast, I elaborate on the similarities and differences between the venture capital landscapes in Southeast Asia and the MENA region, and cite examples of companies relocating to the Middle East to tap into its burgeoning tech ecosystem, driven by government initiatives and a focus on sectors like AI, data centres, and healthcare. The conversation touches on the challenges and opportunities of investing in the Middle East, emphasizing the importance of targeting top-tier players within specific markets and the potential for companies to expand regionally and globally. Thanks to the DISRUPTS team for having me on the show. Link to the podcast here https://lnkd.in/gU3_PQPN

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Yesterday, an entrepreneur told me something simple but devastating: “We didn't fail because it was a bad product. We had to shut down because we weren't paid on time.” And the numbers back him up. In the UAE, 58% of B2B invoice value is overdue - and SMEs, already operating on the thinnest margins, feel it most. Cash flow dries up. Energy shifts from building to chasing. Growth stalls before it even begins. This isn’t just an inconvenience. It’s a systemic drag on innovation, jobs, and national competitiveness. In the UK, where SMEs face a similar challenge, policymakers have just unveiled the toughest crackdown on late payments in 25 years: - Maximum payment terms of 60 days, reducing to 45 - Audit committees legally required to scrutinize payment practices - Fines worth millions for repeat late-payers - Mandatory interest charges on late payments Why? Because late payments cost the UK economy £11 billion a year and shut down 38 businesses every day. Now imagine the scale of impact in the UAE, where SMEs make up 94% of businesses and over half of non-oil GDP. Yes - invoice factoring, AI-powered receivables, and fintech solutions can help. But at its heart, this is about fairness and trust. When an SME delivers on time, they deserve to be paid on time. It’s time for us to follow suit: - Embed transparency into payment practices - Hold large firms and public entities accountable - Build a culture where “on-time payment” is as sacred as “on-time delivery” Because the real test of how much we value small businesses isn’t in speeches or strategies. It’s in whether we pay them what we owe, when we owe it. #UAE #SME #Payments

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Over the past five years, the Middle East has established itself as a proven and attractive technology hub. Today, there are 14 unicorns in the region, 9 in Saudi Arabia, and 5 in the UAE. However, in our 2022 STV Insight Report “From Startup to IPO,” we projected around 20 unicorns by now, including 11 in Saudi Arabia. Moreover, when measured by VC deployment as a share of GDP, the region still lags behind global benchmarks, signaling untapped potential. We see a healthy pipeline of high-potential tech ventures ready to scale. What remains missing are more regional-native growth-stage VCs and greater capital allocation to them. The gap identified in our 2023 STV Insight Report, “Mind the Gap,” still persists. https://lnkd.in/dzhhxY3u While mature, late-stage companies such as Tabby can attract global investors, identifying and supporting promising Series B ventures requires local VCs with deep market insight and proximity to founders, those best positioned to elevate the next generation of winners.

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𝐒𝐚𝐮𝐝𝐢 𝐅𝐚𝐦𝐢𝐥𝐲 𝐎𝐟𝐟𝐢𝐜𝐞 𝐄𝐜𝐨𝐬𝐲𝐬𝐭𝐞𝐦 𝐌𝐚𝐩 🇸🇦 A visual snapshot of the institutions shaping the Kingdom’s role in global capital markets. Saudi family offices collectively manage over USD 500 billion in assets, representing one of the largest pools of private capital in the MENA region. Historically operating within private networks as quiet stewards of generational wealth, these entities are now evolving into institutional-grade platforms, increasingly comparable to their global peers. 📊 Key Trends Driving Change • Global Allocation: Over 60% of Saudi family offices have expanded into international markets, compared to just 25% a decade ago. • Alternative Investments: More than USD 80 billion is now allocated to private equity, venture capital, and real assets. • Next-Gen Leadership: By 2030, nearly 70% of Saudi family offices are expected to be led by second or third-generation members, who are prioritizing fintech, sustainability, and impact investing. • Professionalization: Around 55% of family offices have already institutionalized governance structures, investment committees, and cross-border co-investment frameworks. This evolution means their activity is no longer confined to local markets. Saudi family offices are emerging as anchor investors in global private equity funds, venture capital syndicates, and strategic co-investments — reshaping capital flows across industries from energy and real estate to AI, healthcare, and green tech. As new leaders take the helm, priorities are shifting from traditional wealth preservation to future-oriented strategies, aligning with Vision 2030 and the Kingdom’s ambition to be a global investment powerhouse.

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