5 Minutes With Abhishek Singh – A Guide for UK Companies Entering the UAE’s Life Sciences & Healthcare Market

In this second conversation with Abhishek Singh, Founder and Chief Executive Officer of Dubai-based executive search firm Peergrowth, we explore the practical opportunities and challenges facing UK organisations expanding into the rapidly developing Life Sciences and Healthcare sector in the UAE. I asked Abhishek to share his insight for leaders approaching this market for the first time.

Doug: Many UK-based life sciences and health technology companies are considering expansion into the UAE. What are the most significant cultural or operational differences they should anticipate when recruiting their first senior leaders?

Abhishek: The most notable difference is the pace and nature of relationship building. In the UK, professional relationships can often be formed relatively quickly and may remain largely transactional. In the Middle East, trust is fundamental, and it is developed gradually through consistency, respect and a genuine effort to understand the local business environment. Leaders who arrive with a purely transactional outlook frequently struggle to establish the internal and external partnerships necessary for success.

From an operational perspective, UK organisations must recognise that the UAE is not a uniform market but a global talent centre. Recruitment processes typically involve candidates from a wide range of nationalities, each bringing different expectations around communication, negotiation and employment terms. A rigid, standardised hiring process is unlikely to succeed. Adaptability and cultural awareness are essential. For example, whereas a verbal offer may hold weight in the UK, candidates in the UAE generally require the security of a signed contract and confirmed visa arrangements before resigning from their current positions.

Doug: Nationalisation initiatives such as Emiratisation are a key component of the GCC talent landscape. How does this influence executive search and talent strategy for overseas companies?

Abhishek: Emiratisation should be regarded as a strategic opportunity rather than a compliance obligation. For international organisations, appointing experienced Emirati leaders is one of the most effective ways to gain local market insight, build strong relationships with government and industry stakeholders, and demonstrate a long-term commitment to the region. It can be a significant competitive advantage.

From an executive search perspective, this requires actively identifying and building relationships with high-potential Emirati professionals, even when there is no immediate vacancy. For UK companies entering the market, the objective should extend beyond simply meeting quotas. The focus should be on identifying roles where local expertise will deliver the greatest strategic benefit. This may include positions in government affairs, commercial leadership or strategic development. Successful nationalisation strategies are built not merely on recruitment, but on creating meaningful career progression and ensuring Emirati leaders are integrated into the organisation’s broader global leadership framework.

Doug: What are some common challenges UK organisations encounter when attempting to attract leading Life Sciences talent in the UAE, and how can these be addressed?

Abhishek: One of the most frequent challenges is underestimating the overall employee value proposition. Many organisations assume that offering a competitive salary will be sufficient. In reality, senior candidates assess opportunities holistically. They consider the strategic importance of the role, the organisation’s long-term vision, the leadership style of their reporting line, and practical considerations such as family visa support, schooling assistance and relocation arrangements. In the UAE, organisations are often relocating entire families rather than individuals. Failure to account for these wider needs regularly results in declined offers.

Another common difficulty is impatience with recruitment timelines. Hiring processes can take longer in this region. Notice periods frequently extend to two or three months, and visa processing introduces additional administrative complexity. Organisations that attempt to accelerate decision-making or pressure candidates into immediate commitments often damage the relationship, as it may be perceived as a lack of sensitivity to personal and professional circumstances. The most effective approach combines an efficient internal process with patience and flexibility externally.

Doug: How important is it for UK organisations to understand the broader Middle Eastern landscape, beyond Dubai, when making senior leadership appointments?

Abhishek: It is critically important. Whilst Dubai is an exceptionally accessible and business-friendly environment, it represents only one part of the regional market. Leaders based in Dubai are frequently responsible for operations across the wider GCC or the broader MENASA region, which includes the Middle East, North Africa and South Asia. Each of these markets has its own regulatory structures, cultural expectations and business practices.

A candidate whose experience is limited solely to Dubai may not possess the breadth of knowledge required to operate effectively in markets such as Saudi Arabia, which is undergoing significant economic and structural transformation. When recruiting regional leaders, we carefully assess cross-border leadership experience, regulatory understanding and the ability to adapt strategy across diverse market conditions. Organisations should be clear from the outset about the geographical scope of a role and ensure candidates have experience aligned with those responsibilities.

Doug: Finally, what is your single most important piece of advice for UK executives building their initial team in the UAE, particularly if they do not yet have a local presence?

Abhishek: The most important priority is ensuring the first hire is the right one. This individual becomes far more than an employee; they serve as an ambassador, cultural interpreter and the cornerstone of the organisation’s regional operations. They are typically responsible for establishing the legal entity, recruiting subsequent team members and developing initial client relationships. If this appointment is unsuccessful, the entire market entry strategy can be compromised.

My advice is to work closely with a trusted local adviser who understands the regional talent landscape. Relying solely on professional networking platforms or job advertisements is rarely sufficient. A structured, research-led search process is essential to identify and secure the strongest possible candidate. Organisations should also be prepared to invest the necessary time and resources to ensure success. The foundation of any Middle East expansion is built upon the strength of this initial appointment.