Every holding company is, in the end, a statement of conviction. A claim about where the future is going, and a willingness to put capital and time behind that claim. This is ours.
The categories are converging.
For most of the modern industrial era, the technologies that shaped how humans live, perform and stay well were treated as separate industries. Medicine was one sector. Fitness was another. Software was a third. The economics, the regulators, the talent and the capital all flowed in parallel — rarely in the same direction.
That separation no longer holds. Artificial intelligence has made personalisation cheap at population scale. Wearable hardware has made physiological data continuous rather than episodic. Consumer expectations — shaped by a generation that grew up inside the attention economy — now demand that health, performance and daily life be experienced as a single integrated product. The category that wins is the one that delivers all three.
Intelligence is the substrate.
Every durable advantage in the next decade will be built on top of intelligence — proprietary models, proprietary data, and the operational discipline to deploy both in production. Companies that treat AI as a feature will be outrun by companies that treat it as a substrate.
ACT is built around that distinction. Each of our ventures is structured to compound data and intelligence as it scales — not as a marketing surface, but as the engine of the business. The cost of compute will fall. The value of the proprietary data and the operating know-how applied to it will not.
Performance is the application.
Of all the places artificial intelligence can be applied, the improvement of human performance is the one with the most universal demand. Every person — athlete, executive, parent, patient — wants to function at the upper edge of their potential. Until very recently, the tools available to them were blunt: generic advice, generalised products, and very little personalisation.
That has changed. The combination of always-on sensors, large models, and consumer-grade design now allows us to build products that adapt to the individual. The market for those products is not vertical — it is everyone.
Health is the asset class.
We are at the beginning of a long restructuring of how the world pays for health. The economic burden of chronic disease is growing, the demographics of the developed world are inverting, and the consumer is — for the first time — willing to invest meaningfully in their own preventative health. This is a generational reallocation of capital.
The companies that will benefit are not the ones racing to disrupt the clinical care system. They are the ones building the layer that sits between the consumer and the system: the intelligence, the products, and the brands the individual trusts to make better decisions every day. That is where ACT concentrates.
And MENA is where it accelerates.
The convergence is happening everywhere. The market that will absorb it fastest is the Middle East and North Africa. A region of nearly half a billion people — more than half of them under thirty — sits at the centre of a coordinated, sovereign-led push to become a global hub for artificial intelligence and advanced technology.
The numbers are unmistakable. The GCC has committed more than $30 billion to AI and digital infrastructure through 2025 alone, with announced pipelines stretching beyond $100 billion as Microsoft, Nvidia, OpenAI, Oracle, Google and others sign multi-year partnerships with UAE and Saudi institutions. Saudi Vision 2030 cites data and AI in seventy percent of its strategic objectives. The UAE was the first country in the world to appoint a minister of artificial intelligence — back in 2017 — and is now home to the largest AI campus outside the United States.
This is a market that is buying — not waiting. The consumer is young, mobile-first, and uninhibited by legacy systems. The regulator is, in most of the region, an accelerant rather than a brake. The capital is already deployed. What is missing — for most global companies that should be here — is the local muscle to land properly: governance, partnerships, regulation, distribution, and the cultural fluency that decides whether a market entry succeeds or quietly fades.
That is the work ACT does alongside its own ventures. We bring global AI, technology and wellness companies into MENA — as advisors, board members, operating partners, or co-builders — and we help them scale with the structure of a holding company and the experience of an operator who has done it before.
The holding-company model fits.
Categories that converge cannot be served by single companies alone. They require a portfolio: a consumer brand here, an events platform there, an infrastructure layer underneath. The holding-company model — owning multiple ventures, sharing operating capability, and compounding insight across them — is the right structure for the moment.
The traditional venture fund is structured for optionality and exit. The holding company is structured for ownership and compounding. We believe the next decade rewards the second posture, not the first.
Why now. Why us.
The window for building category-defining companies at this intersection is open now. The enabling technology is mature. The consumer is ready. The capital markets are paying attention. The talent — operators, scientists, technologists — has begun to move into the space in earnest.
ACT exists to build and back the companies that will define this decade — with the patience of a holding company and the hands of an operator. We are deliberate about what we build, conviction-led about why, and uncompromising about how.
The next decade will be defined by companies that treat intelligence as substrate, performance as application, and health as outcome — and by the operators who help them scale where the demand is sharpest. ACT is built for both.
— Fadi Maayta, Founder & Chairman