Navigating Change: A Personal Perspective on Saudi Arabia’s Business Landscape Transformation

As Saudi Arabia accelerates its national transformation, the rules of doing business have shifted - but one thing remains essential: the power of local knowledge. A firsthand reflection on what it takes to build, adapt, and lead in this evolving environment.

When I began my journey in 2002 in Saudi Arabia, corporate services in the kingdom were largely driven by relationships and were manual. Most of the services were conducted by a network of general service centres near key immigration offices. The systems and processes were opaque. Today, it’s an entirely different story. 

A national digital transformation programme has ensured that businesses now operate in a vastly different way than when I began over two decades ago. The systems are faster, smoother, better organised and designed with the user experience in mind. 

This transformation is more than just digitised systems or regulatory changes; it is a nation reinventing itself, one partnership, platform, and policy at a time. Government-led platforms such as Monsha’at, Absher, Invest Saudi, Mudad, and Qiwa have gone beyond simply streamlining operations; they have shifted expectations around service delivery. 

The nation has established systems to make sure that speed, transparency, and accountability are embedded into how businesses operate. This is further generating a chain of positive effects in Saudi Arabia. 

With the ease of doing business and favourable policies and regulations, there has been an increased influx of international firms into the kingdom. These firms bring with them global standards, a structured methodology, and a broader access to multinational clients within the ecosystem. It has raised the bar for professionalism and execution across the kingdom. 

However, what brings in deeper magic is the crucial element of local context, which we provide. The success of international firms largely depends on the partnerships they have with us. International firms bring global expertise that helps design strategies, but it is local knowledge that makes work on the ground possible. 

There are several reasons for this; one of the main ones is that the regulations in Saudi Arabia change rapidly. The interpretation and application of these rules vary across industries, authorities, and regions. It is essential to understand this context from a local perspective when managing stakeholder expectations and navigating government interactions, all of which are non-negotiable. 

Although these rules are available online, what truly matters is understanding how and when to apply them. Local partners offer cultural insights, flexibility, and immediate responsiveness that no global playbook can provide, making them indispensable. It is the local knowledge that simplifies interpreting policy changes, managing timelines, and working with multiple authorities. Without a strong regional partner, several international firms can easily face delays, misalignments, or even non-compliance. 

Proven has shifted from being merely a transactional service provider to a strategic enabler. This means we don’t simply process paperwork; we anticipate regulatory changes, integrate technology, and provide real-time local intelligence. We tailor multinational clients’ internal systems to suit the context of the kingdom. 

This shift has been intentional. We have realised that this kind of technology is not replacing human expertise but amplifying it. As AI capabilities improve, especially with the increasing Arabic-language interfaces, this scope of automation will only continue to expand.  

One of our key innovations is Sanad.AI, an Arabic-language document intelligence engine that processes contracts, invoices, and IDs with over 90% accuracy. The engine has also reduced the turnaround time by over 70%, allowing our team to focus on higher-value work. 

I believe Saudi Arabia’s transformation is still unfolding and is only accelerating. The corporate services sector today is about enabling vision. The path to success, whether it is a global firm or a young entrepreneur looking to enter Saudi Arabia, lies in embracing both the system and the story. 

For young Saudis looking to enter the corporate services space, the message is simple: aim to be a builder, not a processor. The future belongs to those who understand the intersection of technology, regulation and business strategy. While digital fluency and analytical thinking are essential, cultural adaptability is the key. 

And as someone who’s walked that path, I can tell you: the journey is only just beginning.