SHI YU/CHINA DAILY
For years, we have been conditioned to view technology through the lens of rivalry: the United States versus China, East versus West, and ecosystems competing for dominance.
That framing made sense when technology was largely a contest for scale. Today, it is far less relevant.
Instead, we are witnessing the emergence of new commercial corridors where capital, talent and technology move in both directions as each side offers something the other needs.
The Gulf and Asia exemplify this synergy.
In recent years, conversations among investors, founders, governments and technology companies from these regions have undergone a subtle but important change.
Initially, Asian companies attending the LEAP tech conference in Riyadh focused on trade, sovereign investment or market entry. Now, discussions have expanded to include strategic considerations such as establishing regional headquarters, developing industrial capability, recruiting talent, and forming partnerships that ensure long-term competitive advantage.
Investors have also evolved in much the same way.
Instead of simply seeking exposure to high-growth technology companies, they now look for businesses that can help build capabilities in sectors crucial for the future of their economies, ranging from artificial intelligence and cybersecurity to advanced manufacturing and digital infrastructure. This shift signifies a maturing relationship.
The numbers reflect this change. According to Asia House”s latest Middle East Pivot to Asia report, trade between the Gulf and Asia reached a record $516 billion in 2024, a year-on-year growth of 14.4 percent.
If this trajectory continues, trade value is expected to cross $800 billion by 2030, with Asia becoming the Gulf’s largest trading partner before the end of the decade.
However, trade only tells part of the story. Accompanying trade is the movement of technology, talent and investment. Gulf sovereign wealth funds now manage around $5 trillion in assets, increasingly investing in AI, cloud infrastructure and advanced industries.
Asian companies have spent decades building globally competitive businesses in some of the world’s toughest markets. They know how to scale, localize and execute quickly, which shows why these regions are finding common ground.
For decades, international expansion followed familiar routes: Asian companies looked west toward Europe and North America, while Gulf capital often flowed toward established markets with mature technology sectors. But this is changing now.
Today, some of the most interesting commercial opportunities are in emerging centers of innovation rather than traditional ones. Businesses are combining Gulf capital with Asian technology, Asian engineering talent with Gulf market access, and forming partnerships that span multiple regions from the outset.
Many companies still organize their international strategy around countries — deciding where to enter, and how to penetrate new markets.
But the real opportunity lies in understanding corridors: networks of markets, investors, governments and entrepreneurs that become more valuable through their connections. Success, however, doesn’t come easily.
A common misconception is that capital is the limiting factor. But execution is usually the bigger challenge. Businesses underestimate how different these markets are.
The Gulf is often treated as a single opportunity, despite each country having its own regulatory environment, commercial priorities and pace of decision-making. Asia presents the same challenge on a larger scale.
Companies making genuine progress recognize that expansion is not just a market-entry exercise. It means building local teams, investing in relationships, understanding policy priorities and being prepared for long-term commitments.
That is also why I believe face-to-face engagement is more important than many assume.
The discussions that lead to investments, joint ventures and market expansion still happen when founders, investors, governments and business leaders spend time together, challenge assumptions and develop trust. That’s the thinking behind LEAP East.
As the relationship between Asia and the Gulf deepened, it became clear that these conversations deserved a dedicated platform in Asia. Hong Kong was a natural choice for that dialogue. For decades, it has connected international capital with Asian enterprise, and today it is well placed to strengthen links between Asia’s innovation ecosystem and the Gulf’s rapidly expanding technology economy.
Holding LEAP East in Hong Kong effectively connects the largest financial center in Asia with the largest economy in the Middle East.
The inaugural LEAP East brought together more than 25,000 attendees, 340 global speakers, 450 exhibitors, and more than 600 investors managing almost $6.5 trillion in assets. These numbers are impressive, but they are not the ultimate measure of success.
The real success will be the partnerships that exist a year from now: businesses expanding into new markets, founders securing strategic investment and organizations choosing to build across both regions rather than operate in just one.
I suspect we will view this decade differently from the last one. Instead of asking which country won the technology race, we will ask which regions built the strongest innovation ecosystems. Both the Gulf and Asia have all the ingredients to become one of them.
The businesses that recognize that shift early will help shape the next era of technological advancement.
The author is the CEO of Tahaluf.
The views don’t necessarily reflect those of China Daily.
