My Learnings from Top Arab Business Leaders

Over the past few weeks, I’ve immersed myself in interviews with some of the most influential business figures from the UAE and Saudi Arabia—many of whom are self-made billionaires. These include Mohammed Al Aqeel (Jarir Bookstore), Prince Khaled bin Alwaleed bin Talal Al Saud (KBW Ventures), Hussain Sajwani (DAMAC), Suleiman Al Rajhi (Al Rajhi Group), Lubna Al Olayan (Olayan Group), and Abdullah Al Othaim (Al Othaim Markets).

Each of them has followed a unique path, yet I noticed striking similarities in their mindset and principles—qualities that distinguish successful entrepreneurs from those who struggle. I’m sharing these insights in the hope they’ll benefit anyone engaging with high-profile business leaders in the Arab Gulf, or rethinking their own strategies for growth and leadership.

1. Mastery of Both the Macro and Micro

One of the most impressive traits they all share is a deep, hands-on understanding of their businesses. Despite operating at the highest levels, making strategic decisions that impact thousands of employees and millions of customers, these leaders dive into the smallest operational details, whenever it is needed.

For instance, Hussain Sajwani, Chairman of DAMAC, knows the cost breakdown of every element in his construction projects—from tiles and toilets to labor and maintenance. He demands the same attention to detail from his team and has no hesitation in letting go of those who fall short. This combination of strategic vision and operational precision is a consistent theme among all the leaders.

2. Faith Over Ego

When asked about their success, none of them say, “I earned this through hard work alone.” Instead, they respond with humility: “God has blessed me with this wealth.” Their acknowledgement of the higher power is what shapes their values, priorities, and business ethics

Suleiman Al Rajhi

They view wealth not as the end goal but as a tool to fulfill a higher purpose. A powerful example is Suleiman Al Rajhi, who, after distributing two-thirds of his wealth among his children, donated the remaining third to a charitable Islamic endowment (waqf). The income generated from that wealth continues to support philanthropic projects to this day.

3. Modesty as a Core Virtue

Prince Khaled bin Alwaleed bin Talal

Modesty is a trait all of these leaders hold in high regard, both for themselves and for the next generation. Prince Khaled bin Alwaleed bin Talal, son of Saudi Arabia’s most well-known billionaire and a member of the royal family, shared how his mother—Princess Dalal bint Saud—instilled in him the value of simplicity. Despite enjoying a lavish lifestyle in his youth, he later chose to live more simply, finding deeper meaning and fulfillment in that choice.

For these leaders, modesty is not just personal—it’s strategic. It keeps them grounded and focused, helping them lead with clarity and purpose.

4. Focus on Business, Not Politics

In a region led by monarchies, these leaders remain apolitical—not just out of necessity, but as a matter of the proper focus. They invest their time and energy into what they can control: their business. They refrain from criticizing government decisions, preferring instead to collaborate where possible and focus on creating value.

5. Building and Relying on Strong Teams

Abdullah Al Othaim

All the leaders acknowledge the critical role their teams played in their success. Abdullah Al Othaim credits his company’s growth to a highly skilled technical team

that built one of the most advanced internal systems in Saudi Arabia by the late 1990s. They view great teams not as a product of luck, but as a gift and responsibility.

6. Preparing the Next Generation Without Entitlement

With many of these leaders now in their senior years, preparing the next generation is both a challenge and a priority. Their main concern is preventing entitlement. They don’t want their children to inherit wealth without understanding its value.

Mohammed Al Aqeel

Mohammed Al Aqeel, Chairman of Jarir Bookstore, shared that his family adopted  their own constitution to guide wealth distribution and involvement in the family business. Younger members must first prove themselves by working outside the family enterprise for at least three years—and earning a promotion—before joining the company under his fathers or uncles. Wealth is transferred gradually, based on demonstrated responsibility and merit.

Why am I sharing this with you?

These insights, drawn from hours of interviews, provide a rare window into the mindset of the Arab Gulf’s most accomplished business leaders. If you’re planning to meet or work with high-level figures in the region, I highly recommend watching their interviews and public speeches. You’ll gain an invaluable perspective on their values, priorities, and leadership style—insights that can open doors, deepen relationships, and help you grow your business in the Middle East.