Ruya unveils AI-generated brand film: You've got better things to do
The message is simple: your time is precious, and ruya helps you spend it where it matters most - on your business, not your bank. The film showcases everyday moments of business owners chasing their dreams, supported by ruya's seamless, mobile-first platform that eliminates banking hassles with instant account opening, no hidden fees, and fast, ethical financial services.
In a deliberate creative choice, the film was developed entirely with generative AI, making ruya one of the first banks in the region to launch a campaign built with next-generation technology. The approach reinforces the campaign's core message: 'You've got better things to do… than make an ad the old-fashioned way'. By integrating AI into its creative process, ruya aligns with the UAE's national vision to lead in artificial intelligence and digital innovation. The campaign showcases not just innovation for its own sake, but purposeful use of technology to communicate more meaningfully with today's business community.
'This film represents an innovative step forward for the Islamic banking sector,' said Christoph Koster, CEO of ruya. "As a digital-first Islamic bank, we believe technology should simplify life, not complicate it. Embracing AI in our marketing is a natural extension of our forward-thinking ethos, as it reflects how we operate as a brand and how we believe banking should evolve: simple, smart, and aligned with the pace of today's world."
The film is a direct reflection of ruya's values, blending modern convenience and guided by ethical Islamic principles that promote transparency, fairness, and community focus.
The campaign is now live across ruya's digital platforms and can be viewed on the official YouTube channel at: ruya - You've got better things to do
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Gulf Business
32 minutes ago
- Gulf Business
Sterling Perfumes' Dr Ali Asgar Fakhruddin on turning a family-run firm into a global brand
Images: Supplied Step into the sleek, fragrance-dotted offices of As chairman and CEO, Dr Fakhruddin isn't merely following trends; he believes in meticulously setting them – in exquisitely designed glass bottles, in lingering scent trails, and in immersive experiences that resonate deeply with consumers long after the first spritz. 'If your ambition isn't audacious, you're playing it too safe,' he shares – a statement delivered with the quiet, assured confidence of someone who has guided a UAE-born beauty and lifestyle brand into a powerhouse with presence in over 132 countries – and whose sights are still set on expanding those horizons even further. 'My father, Fakhruddin Ebrahimiji, came to the UAE with just five rupees in his pocket,' Dr Fakhruddin shares, his voice carrying a soft conviction that distills decades of persistence and purpose. 'That legacy drives every decision we make.' This foundational philosophy instilled by his father – that 'success should create value across the board – for our suppliers, employees, partners, and consumers' – remains the guiding star. 'That's what my father believed. That's how I lead,' he affirms, clarifying how this core principle has been instrumental in transforming the business – as part of the larger Sterling Group – into a regional powerhouse. A legacy built on scent and scale What began with a modest daily production of just 250 units has since scaled dramatically to over 250,000 units daily, a testament to the company's manufacturing capabilities and strategic growth. This growth mirrors the global demand for fragrances. Dr Fakhruddin also keenly observes the evolving consumer relationship with fragrance. 'Fragrance is no longer a silent luxury,' he states. 'It's a mood, a memory, an identity. People want to belong to something.' This profound understanding has been a driving force behind Sterling's sustained success. The company's product portfolio has meticulously evolved to mirror this philosophy: ARMAF embodies bold, expressive confidence; Hamidi pays homage to rich Middle Eastern perfumery; Cosmo offers accessible, trend-forward personal care essentials; and Armaf Beauté brings inclusive, high-performance colour cosmetics to the forefront. 'Each product is designed to reflect identity, celebrate individuality, and provide aspirational quality without the luxury price tag,' he explains, highlighting Sterling's commitment to quality and accessibility. Recent launches, such as Odyssey Dubai Chocolat and Eter Desert Breeze, serve as prime examples of how Sterling transforms scent into compelling narratives of the past meeting the present and preparing for the future. Blending heritage with innovation Dr Fakhruddin says, 'We've always believed that innovation and heritage can coexist. One doesn't cancel the other. Our job is to honour the past while creating the future of fragrance,' he asserts, outlining the dual pillars of Sterling's approach. This progressive ethos has positioned Sterling as a compelling case study in intelligent, sustainable growth. The company makes significant investments in consumer insights, comprehensive digital transformation, and the creation of immersive brand experiences that resonate deeply with modern audiences. 'Dubai Chocolat, for example, didn't just launch as a perfume,' he reiterates, 'It became a moment. A story told in scent, design, emotion. That's what people remember.' Sterling's retail strategy is equally innovative, featuring multi-sensory pop-ups and product drops meticulously supported by story-rich campaigns specifically designed to spark connection, particularly across social platforms. Influencer-hosted masterclasses, virtual try-ons, and behind-the-scenes content are now considered as vital to the brand's engagement as the fragrance itself. Dr Fakhruddin emphasises the strategic imperative behind every launch: 'Everything we launch has to deliver an impact – emotionally and commercially. If it doesn't feel right to the consumer, we go back to the drawing board.' This commitment to consumer resonance ensures that every product serves a purpose beyond mere scent. Scaling with cultural storytelling Sterling's marketing strategy is a direct reflection of its core values: storytelling, transparency, and authenticity. Collaborations with regional influencers are meticulously built on fostering long-term relationships, moving beyond mere one-off campaigns. 'Creators are co-authors of our story,' Dr Fakhruddin states. 'They bring our brands to life in ways that feel real.' This collaborative approach ensures that the brand narrative is not just delivered but co-created with voices that resonate authentically with diverse audiences. 'Our strategy is rooted in building real relationships; long-term partnerships with creators who align with our values and bring our stories to life with authenticity,' Dr Fakhruddin asserts. The company has proactively supported creators globally, assisting them in expanding their platforms while integrating them into significant brand launches, ranging from live events to virtual rollouts. Through these initiatives, Sterling has successfully cultivated a vibrant and engaged community that bridges Eastern and Western cultural sensibilities. 'This cross-cultural ecosystem has become one of Sterling's most powerful brand assets,' Dr Fakhruddin adds. 'People today don't just want to buy. They want to connect. Our brands are built to start conversations,' he adds, highlighting Sterling's commitment to fostering community and engagement through its products. Sterling also operates on a global scale while meticulously maintaining profound cultural relevance alongside a consistent brand identity. 'At Sterling, our DNA is defined by timeless values: quality, trust, creativity, and emotional storytelling. These remain consistent across every touchpoint,' Dr Fakhruddin explains. 'But we also understand that culture is not monolithic. What resonates in Riyadh may not connect in Paris or Los Angeles. That's why we lead with global consistency and local resonance.' This strategic balance involves empowering regional teams and distributor networks to meticulously tailor messaging, spotlight varying fragrance notes, and adapt campaign narratives to suit their specific markets. 'This global-local balance helps us remain deeply rooted in our origins while celebrating the diverse sensibilities of our audiences,' he notes. The company employs a multi-layered approach to integrate regional trends into its global product roadmap. 'But we also listen on a deeper level: what are people longing for? What emotional gaps can fragrance fill in a specific culture?' Dr Fakhruddin states, emphasising the qualitative aspect of their research. Regions like Saudi Arabia continue to serve as a significant and rich source of inspiration, particularly with their deep-rooted traditions and highly distinctive scent rituals. Markets such as India offer a compelling and vibrant fusion of wellness concepts, profound cultural heritage, and modern, expressive forms of self-expression. Meanwhile, the US and Latin American markets provide crucial insights into lifestyle-driven marketing strategies and pioneering innovations in digital-first discovery methods. When a regional trend demonstrates clear alignment with Sterling's core values and exhibits a strong potential for broader, global appeal, the company strategically and carefully cultivates it into its mainstream offerings, says the chairman. Reinventing fragrance retail With contemporary retail fundamentally transcending its traditional function as a mere transactional space, evolving dynamically into a vibrant platform for active engagement and deeply immersive experiences. Sterling is at the forefront of this evolution, meticulously reinventing fragrance retail by seamlessly blending compelling physical storytelling with cutting-edge digital innovation. 'Retail today is not just a space for transactions. It is a platform for engagement and immersion,' Dr Fakhruddin explains, articulating this transformative vision. From its renowned 'Perfume Wall' installations – which it unveiled to celebrate its 25th anniversary two years ago – to its multi-sensory pop-ups, the overarching objective is to meticulously transform every retail encounter into a truly unforgettable experience. Travel retail has also emerged as a particularly successful and strategic channel for Sterling, offering exclusive campaigns and limited-edition product formats meticulously curated to cater to the discerning tastes and unique needs of global travellers. Sterling is also strategically investing in advanced, technology-enabled retail environments, meticulously designed to empower consumers to interactively explore collections, seamlessly access digital content via scanning, and personalise their fragrance discovery journey. experience. Digital transformation for agility The focus on digital transformation has also complemented the company's operations. For Dr Fakhruddin, 'Digital agility isn't about tools; it's a mindset.' He details how his teams are meticulously structured into agile, cross-functional pods, designed to accelerate product development and optimise marketing efforts. Powered by advanced SAP systems and sophisticated analytics, the company possesses the capability to adapt swiftly to evolving market trends and nuances in consumer behavior in real-time. A cornerstone of this agile approach is the decentralised, people-first culture. 'Our junior team members often lead digital ideas. Everyone has a voice,' he explains, fostering an environment where fresh perspectives are not just welcomed but actively sought. This empowers the company to innovate with remarkable speed and a distinct soul, where formal titles are less significant than individual initiative, and leadership is fundamentally about nurturing talent rather than merely directing tasks. 'We're not a top-down company,' he states emphatically. 'We share failures. We celebrate wins together. That's how you build long-term loyalty.' This transparent and collaborative culture builds robust internal bonds and encourages continuous improvement. Sustainability: An embedded responsibility When it comes to sustainability – a key consideration for the fragrance and beauty industry, it transcends a mere marketing theme for Sterling, the chairman says. 'For us, sustainability is not a marketing theme, and we actively want to avoid green washing. It's a responsibility embedded in how we create,' Dr Fakhruddin states, articulating the core principle. The strategic advantage of in-house manufacturing provides the company direct and comprehensive control over every aspect of product development, from the initial meticulous sourcing of ingredients to the final packaging decisions. Sterling maintains exclusive partnerships with long-term, meticulously vetted suppliers who unequivocally prioritise ethical sourcing, comprehensive ingredient traceability, and rigorous environmental responsibility. The company is progressively incorporating clean formulations and strategically introducing refillable, eco-conscious packaging solutions across its major product lines. As Sterling strategically expands its presence into wellness and beauty categories, its robust sustainability framework adapts accordingly, ensuring consistent responsible practices across new ventures. Every product is consciously designed with responsibility in mind, without compromising performance or the desired sensory delight. 'Our ambition is to build products that last – in impact, purpose, and trust,' Dr Fakhruddin articulates, outlining a vision of enduring value. The expansion playbook Sterling is not merely expanding its geographical footprint; it is strategically redefining its very categories. Through Armaf Beauté, the group has successfully launched a range of high-performance, inclusive cosmetics, directly responding to market demands for diverse and clean beauty solutions. Concurrently, Cosmo, another key brand, effectively competes with global giants by offering clean, affordable personal care essentials, demonstrating Sterling's ability to deliver value across different market segments. 'We're building a full-sensory lifestyle brand,' Dr Fakhruddin confirms, outlining an ambitious diversification strategy. This includes extending the brand's presence into home ambiance with sophisticated room sprays, evocative incense, and elegant aromatic diffusers, alongside body mists and a growing array of cosmetics. 'Fragrance isn't just something you wear. It's how you live,' he states, capturing the essence of this holistic vision. This strategic diversification is not opportunistic. Rather, each new product must pass a critical test: does it deliver an emotional connection to the consumer? 'If it doesn't,' he asserts with unwavering resolve, 'it doesn't ship.' The company is also actively exploring strategic partnerships with various lifestyle and fashion brands, aiming to further extend its market reach and enhance its brand presence across complementary sectors. 'This is just the beginning. We want Sterling to be creating experiences that are personal, purposeful, and immersive,' Dr Fakhruddin concludes, encapsulating the future trajectory. For the leader, the definition of success for Sterling over the next five years is measured fundamentally by its relevance and resonance within the global market. 'Success, for us, is measured in relevance and resonance,' he states, emphasising the qualitative aspects of their future achievements. The goal is for Sterling to be recognised worldwide not solely as a perfume manufacturing company, but as a lifestyle curator that empowers individuals to express themselves more vibrantly, live more beautifully, and engage with their surroundings more mindfully. This vision entails Sterling products seamlessly integrating into daily rituals, whether found in a dressing room in Paris, a living room in Riyadh, or a handbag in Mumbai. Achieving this ambitious goal necessitates thoughtful and purposeful market expansion, strategic entry into new geographies, and a continuous commitment to leadership in quality, innovation, and inclusivity. On a deeply personal level, Dr Fakhruddin hopes to establish a lasting legacy that unequivocally proves how a dream, originating from a humble five rupees, can evolve into a world-class enterprise – provided one leads with genuine sincerity, empowers their teams, and remains steadfastly rooted in a core purpose. 'Sterling will always be a tribute to that belief,' he affirms, encapsulating the profound essence of the brand's remarkable and ongoing journey. ————————————————————————————————————————— Brief notes: Dr Ali Asgar Fakhruddin on leadership, innovation and success On legacy and purpose: 'My father came to the Arab world with just five rupees in his pocket. That legacy drives every decision we make.' On his leadership style: 'My leadership style is deeply influenced by my father's ethos: leadership is not about power or control; it's about empowerment, trust, and growing people. I lead with transparency, empathy, and a deep sense of responsibility toward our teams.' On innovation: 'We've always believed that innovation and heritage can coexist. One doesn't cancel the other.' On scaling globally: 'From the beginning, I wanted to build a brand the world could respect — but that never forgot where it came from.' On product development: 'Each product must deliver an emotional connection. If it doesn't, it doesn't ship.' On culture: 'Our culture is built around freedom to work, decision-making at all levels, and the belief that innovation thrives where people feel seen, valued, and trusted. Digital agility isn't about tools; it's a mindset. Our junior team members often lead digital ideas. Everyone has a voice.' On success: 'Success should create value across the board — for our suppliers, employees, partners, and consumers.' On sustainability: 'We don't greenwash. We build to last — in impact and in trust.' On purpose-driven branding: 'People today don't just want to buy. They want to connect.' On generational thinking: 'We see sustainability not as an obligation, but as a responsibility to future generations.' On global impact: 'When I see someone using one of our products in another country — someone I've never met — I feel a quiet pride. That's impact.'
Zawya
an hour ago
- Zawya
DP World to develop Syria's Tartus Port under landmark 30-year deal
DAMASCUS: DP World has signed a 30-year concession agreement with Syria's General Authority for Land and Sea Ports to develop and operate the Port of Tartus. As part of the agreement, DP World will invest $800 million over the duration of the concession to upgrade the port's infrastructure and position it as a critical regional trade hub connecting Southern Europe, the Middle East and North Africa. The agreement was signed in Damascus in the presence of Ahmed Al-Sharaa, President of the Syrian Arab Republic, by Sultan Ahmed bin Sulayem, Chairman and Group CEO of DP World, and Qutaiba Ahmed Badawi, Chairman of General Authority for Land and Sea Ports. Following over a decade of conflict and long-standing underinvestment in trade infrastructure, the redevelopment of Tartus marks an important step in Syria's economic reintegration. Structured as a Build-Operate-Transfer (BOT) model and fully owned by DP World, the project will include new infrastructure, advanced cargo-handling equipment, and digital systems to improve efficiency across the port's container and general cargo terminals. Sultan Ahmed bin Sulayem, Chairman and Group CEO of DP World, said, 'This agreement reflects our long-term commitment to enabling global trade and creating resilient supply chains. We see strong potential in Tartus to serve as a vital trade gateway and look forward to strengthening regional connectivity and economic opportunity through this investment. We believe in the power of trade to help drive long-term stability and prosperity for Syria and the region.' Qutaiba Ahmed Badawi, Chairman of Syria's General Authority for Land and Sea Ports, said, "This agreement marks an important step forward for the Port of Tartus and Syria's maritime sector. Partnering with DP World will allow us to modernise and strengthen the efficiency of our trade infrastructure as we continue to rebuild key trade lanes, support the national economy and provide more opportunities for the Syrian people. The agreement reflects our shared vision to transform Tartus into a strategic gateway linking Syria with regional and international markets, and it will pave the way for sustainable growth for years to come." Located on Syria's Mediterranean coast, Tartus is the country's second-largest port and a key maritime gateway to trade routes across Europe, the Levant and North Africa. Its strategic position enhances regional connectivity, complementing existing routes through the Bosporus and Suez. The redevelopment will enable Tartus to handle general cargo, containers, breakbulk, and roll-on/roll-off traffic, expanding Syria's trade potential as the country continues to rebuild. DP World will also explore opportunities to develop free zones, inland logistics hubs, and transit corridors in partnership with local stakeholders, supporting broader economic diversification and trade facilitation efforts. With a presence in over 75 countries and 9.2% of global container traffic flowing through its ports and terminals, DP World brings over four decades of experience in developing logistics infrastructure around the world. The Tartus project adds to its growing portfolio and complements existing operations in the Middle East.
Zawya
an hour ago
- Zawya
UAE, Turkish Presidents discuss cooperation, regional developments
ABU DHABI: UAE President His Highness Sheikh Mohamed bin Zayed Al Nahyan and His Excellency Recep Tayyip Erdoğan, President of the Republic of Türkiye, held a phone call today to discuss bilateral cooperation across all sectors that support development and progress in both nations and serve shared interests. The call reflected the close ties and comprehensive economic partnership between the two countries. The two leaders also discussed a range of regional and international issues of mutual concern, including recent developments in the Middle East. They underscored their countries' commitment to supporting all efforts aimed at promoting peace and stability in the region, thereby contributing to the prosperity of its peoples. They also emphasised the importance of enhancing coordination to resolve regional crises through dialogue and diplomacy, which they affirmed remains the only path to achieving lasting peace and stability in the region
