Life sciences companies expanding into the Gulf often approach the region with strong capital backing and ambitious growth targets, yet many struggle to achieve scale. According to global life science market analyst Anastasia Bystritskaya, the problem is rarely market potential. Instead, it lies in how companies design their entry strategies.
“Treating each market as a standalone system duplicates infrastructure, increases costs and slows execution,” Bystritskaya said. “Cross border logistics and trade are now the backbone.”
She points to the region’s rapidly integrated logistics infrastructure as evidence that country-by-country playbooks are increasingly outdated. Saudi Arabia’s 950km Landbridge railway is expected to cut transit times between the Red Sea and the Gulf, while the Kingdom’s $267bn logistics push targets 59 logistics zones by 2030. The UAE hosts one of the world’s top 10 container ports, and Qatar operates the eighth busiest cargo airport globally.
“Building separate supply chains in each country, instead of using these hubs as regional distribution nodes, is inefficient,” she said.
The same fragmentation often appears in commercial setup. “Fully independent entities in every market burn runway,” Bystritskaya noted. “Partnership led models move faster.”
She cited Valbiotis’ exclusive agreement with UAE-based Mena Nutrition, which enabled the company to enter the UAE, Saudi Arabia, Lebanon and Iraq using existing regulatory and commercial infrastructure. Endocare, meanwhile, used the UAE as an operational base and partnered with Riyadh’s The Clinics to scale into Saudi Arabia.
From a strategic perspective, Bystritskaya argues that the UAE, Saudi Arabia and Qatar increasingly function as complementary hubs rather than standalone life sciences markets.
“The three markets are specialising into hubs that work better together,” she said.
Saudi Arabia has emerged as the region’s demand and investment heavyweight, with population scale that supports multinational clinical trials. She highlighted AstraZeneca’s INTERSTELLAR lupus study, which spans sites in Riyadh, Jeddah and Abha. The UAE, by contrast, plays the role of logistics connector and coordination base for regional research and development.
“The Dubai Research, Development and Innovation Grant Initiative has backed projects involving researchers from Saudi Arabia and Qatar,” she said, adding that digital infrastructure — including 5G rollout, AI-ready data centres and regulatory agility — supports digital health and precision medicine companies serving the wider Middle East.
Qatar, meanwhile, has prioritised diagnostics and genomics. “High consanguinity rates drive demand for advanced genomics, including work on Fructose 1,6 Bisphosphatase deficiency, which increases the need for sophisticated NGS capacity,” Bystritskaya said.
The strategic lesson
The strategic takeaway, she argues, is clear. “The strategic lesson is to design for interconnectedness and localise with discipline, putting manufacturing and clinical investments where they fit, Saudi Arabia for volume and the UAE for high tech logistics and coordination.”
Regulation, often perceived by foreign entrants as restrictive, should instead be read as a roadmap for investment. In Saudi Arabia, reimbursement frameworks are clearly defined. “The Saudi Clinical Practice Guideline for the Assessment and Management of Low Back Pain, issued under the National Guidelines Programme, outlines diagnostics and therapies funded by the public system,” she said. “Aligning with these pathways lowers entry risk and clarifies demand.”
In the UAE, prevention-led policy is shaping funded demand for diagnostics. “Abu Dhabi’s Ef7es program, linked to the Thiqa insurance scheme, mandates regular screening for citizens aged 18 and above,” Bystritskaya said. “The National Genome Program is embedding genetic data into patient records, signalling demand for personalised therapies and a data intensive care model.”
Digital health is also being pulled forward by public investment. “Saudi Arabia and the UAE have committed roughly $65bn to digital health infrastructure under Vision 2030 and related initiatives,” she noted, adding that Abu Dhabi’s Department of Government Enablement aims to become an AI native government by 2027.
Local manufacturing has become another defining pillar of GCC life sciences strategies. Saudi Arabia’s logistics investments are creating manufacturing corridors that improve reliability for time-sensitive biologics, while the UAE is reinforcing its re-export and pharma logistics role.
“Emirates SkyCargo’s Vital service, purpose built for clinical trials and gene therapies, reported a 54 per cent increase in volumes, indicating cold chain capacity is operating at scale,” Bystritskaya said.
Regulatory enforcement
Regulatory enforcement also matters. “Saudi Arabia’s SFDA Drug Track and Trace System, RSD, is being enforced and integrated across pharmacy supply chains to improve drug security and data integrity.”
State-backed demand can further offset localisation risk. “The UAE’s Federal National Council has tied local pharmaceutical manufacturing to national security and advanced legislation around strategic stockpiling, supporting offtake mechanisms for essential medicines,” she said.
In this environment, Bystritskaya argues that relationships themselves have become a form of infrastructure. “Readiness now includes institutional alignment,” she said. “Relationships with sovereign wealth funds, regulators and local conglomerates often determine speed to market.”
She pointed to recent participation by Qatari and Abu Dhabi sovereign funds, including QIA and MGX, in a $20bn AI infrastructure raise as a signal of intent to build the compute backbone required for advanced biomedical research.
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However, a major disconnect remains between investor expectations and operational reality — particularly around talent. “Talent is the biggest gap under nationalisation mandates,” she said. Saudisation requirements in pharmacy and engineering, alongside rising expectations in the UAE to move beyond packaging into advanced manufacturing, are exposing skills shortages in deep technical STEM roles.
This is forcing sustained workforce investment, automation and shadow programmes where expatriate specialists train local counterparts. “The UAE’s Make it in the Emirates and Saudi Arabia’s NIDLP are as much technology adoption programs as industrial policy,” she said.
Cost assumptions present another risk. Imported raw materials and APIs can limit true local value addition to 10–20 per cent of final product value, while limited visibility beyond Tier 1 suppliers leaves operations exposed to global disruptions.
The future
Looking ahead, Bystritskaya says early indicators of success are becoming clearer. “Alignment with prevention priorities is a strong signal,” she said, pointing to the UAE’s National Genome Program and mandatory screening initiatives. Operating design is equally telling. “Treating GCC markets as isolated silos is a stall pattern.”
Her final advice to decision makers is unequivocal. “Treat regulation as an investment roadmap and plan for institutional alignment from day one,” she said. “The export to the Gulf playbook is expiring. The next phase is creating with the region.”
Companies that align with national priorities and position themselves as contributors to industrial and scientific sovereignty, she concluded, are far more likely to secure a durable licence to operate across the Gulf.
Note: Anastasia Bystritskaya is a global life science market analyst and you can find more information about her over here.
