One of the most common questions I hear from potential clients is:
“How well are you connected in industry X?”
The assumption behind this question is almost always the same: “We’ve already got everything figured out. We just need you to introduce us to someone who can buy our product or service.”
This mindset is surprisingly common—especially among companies expanding into the Arab Gulf. Many believe that a warm introduction will compensate for everything else: inappropriate pricing, lack of market knowledge, suboptimal quality, unnecessary features, or rigid contract terms. But in reality, this couldn’t be further from the truth.
Yes, the Arab Gulf is a relationship-driven region. But connections are only as good as the value they bring to both sides. I learned this the hard way early in my consulting practice, when I used my network to introduce a client whose product didn’t meet the market’s expectations. I paid a high price for that decision—damaging trusted relationships I had built over many years.
Since then, I’ve followed a very clear rule: No introductions unless the product is relevant, the offer is compelling, and both sides will benefit.
Before leveraging my network for any client, I make sure the product or service aligns with real pain points in the target market—whether in the UAE, Saudi Arabia, Qatar, or elsewhere in the region. It must be fit for purpose, priced appropriately, and come with acceptable terms. If any of these pieces are missing, the connection will do more harm than good.
Business Development Starts with the Right Questions
The true value of business development lies not in the connections themselves, but in answering the questions that matter:
Does the local market actually need what the client offers?
If not, how should the product or value proposition be localized?
Who are the customers that feel the problem most acutely?
What are they willing to pay to solve it?
How does the product compare to existing competitors?
What is the standard go-to-market model in that industry—direct sales, distributors, tenders, or government contracts?
What are the accepted contract terms and payment structures?
Are upfront investments or performance guarantees required?
In many sectors—particularly infrastructure, government contracts, or large enterprise deals—vendors are expected to pre-invest time, money, and resources before even receiving a purchase order. These realities must be understood before any door is knocked on.
When Preparation Is Done Right, Connections Follow Naturally
Our process involves answering these key questions through a mix of internal consulting, expert interviews, and local insights. Once the groundwork is solid, connections become an outcome, not a starting point.
When a company has:
A market-ready offer,
A localized pitch that speaks to actual pain points,
Competitive pricing,
And acceptable contract terms
It’s no longer a question of finding connections. The right people start introducing themselves.
I’ve seen it happen time and again: a great product paired with a well-prepared team opens doors without us even asking. Mid-level managers introduce us to their CEOs. Industry insiders connect us to ideal distribution partners. Random contacts we meet at conferences or online volunteer to introduce us to government officials and royal family members.
The Real Answer
So—is business development mainly about connections?
Not quite.
Business development is about building a system where connections become inevitable. A system where product fit, local market knowledge, competitive positioning, and trust align in such a way that doors open themselves. That’s the model we follow. And that’s how we help companies succeed in the Arab Gulf and beyond.
