Britain can help KSA achieve its development goals, says UK’s economic secretary

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Basil Al-Ghalayini, chairman of BMG Financial Group, at the London Stock Exchange, with financial experts Edward Frazer, CEO of Trinity Group, and Michele Troiani, head of UK and Europe buyside relationship management at LSEG. (AN photo by Ziyad Alarfaj)
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Basil Al-Ghalayini, chairman of BMG Financial Group, at the London Stock Exchange. (AN photo by Ziyad Alarfaj)
Updated 12 July 2018
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Britain can help KSA achieve its development goals, says UK’s economic secretary

  • An Arab News-BMG forum heard how the UK could step up support for Saudi Arabia’s ambitious reform plans
  • UK's Economic Secretary to the Treasury John Philip Glen said that as Britain prepares to break with Europe, that “now, more than ever” the UK stands behind Saudi Arabia’s ambitious vision for its future. 

LONDON: Britain is uniquely placed to help Saudi Arabia successfully achieve its development program for its financial sector, a key part of the Kingdom’s Vision 2030 reforms, the UK’s economic secretary to the treasury told a forum in London on Wednesday.

Addressing the 12th BMG Economic Forum, held in conjunction with Arab News, John Philip Glen MP said that as Britain prepares to break with Europe, that “now, more than ever” the UK stands behind Saudi Arabia’s ambitious vision for its future. 

“Today is a fantastic opportunity to consider the prospect of even further investment and dialogue between the UK and the Kingdom,” he said. 

“We are committed to strengthening these linkages even further as the UK leaves the EU to ensure we remain the gateway of the markets of the future and secure the commercial opportunities that this country voted to explore and deepen as Great Britain.

“We applaud Saudi Arabia’s ambition and stand as a willing Western partner.”

In his speech, titled “UK collaboration with Saudi Arabia’s Vision 2030 program,” Glen outlined how the UK could step up support for Vision 2030, helping the Kingdom to achieve a world-class Financial Sector Development Program (FSDP), one of the 12 executive programs launched by the Council of Economic and Development Affairs (CEDA) to achieve the objectives of Vision 2030.

“The FSDP sets the ambition of the Kingdom for its financial sector such as digitization, a drive toward a cashless society, and improved financial inclusion,” said Glen. 

“The FSDP also seeks to stimulate growth and capital markets development and we commend Saudi Arabia for its ambitious and comprehensive plan and I believe that we have much to offer the country.

“By engaging with Vision 2030, the UK can become a delivery partner, supporting the Kingdom’s vision to spurt growth and unlock potential. 

“The UK shines as a global financial hub with world-class expertise and a host of financial services that we could lend to Saudi Arabia and we believe Britain is uniquely placed to help translate the FSDP for an ambitious vision into something tangible and sustainable.”

He said that, as the Kingdom drives ahead with it blueprint for its future, the UK wants to ensure it offers more than just “warm words of support.” 

“British enterprise has entrenched fundamental strengths and the global reach of our financial markets and technology is one of one these,” he said.

Glen said that he envisions the UK helping Saudi Arabia achieve its development program for its financial sector by leveraging its cutting-edge expertise to develop the digital payments infrastructure in the Kingdom and encourage the entry of new service providers. 

“London is a global leader in technology so we can leverage our homegrown talent and exchange best practices with Saudi Arabian companies,” he continued. 

“The UK is also uniquely placed to support the upskilling of Saudi finance professionals.”

Glen said there is also work underway with the London Stock Exchange to help firms in the Kingdom to bolster their financial services capabilities. UK firms specializing in providing professional qualifications could further help Saudi Arabia establish a “financial sector academy,” as well as support other FSDP areas of focus by business-lending, asset management, capital market development and savings products. 

“We are committed even further to supporting Saudi Arabia’s capital markets and private sector-led initiatives to encourage deep and more liquid markets.”

Glen also hailed the Kingdom’s privatization program, one of 12 key elements of the Kingdom’s Vision 2030 reform plan. The government plans to raise about $200 billion through privatization, on top of the initial public offering of Saudi Aramco, which could bring in $100 million.

“Over the weekend my boss, our Chancellor of the Exchequer, met (Saudi) ministers of commerce and finance to discuss how the UK can support Saudi Arabia in delivering Vision 2030, expressing a desire for the private sector to lead this change,” he said.  “Because as a country and a government we believe freedom and rival potential of business is the driver of growth

“As a country, we have marched to the beat of commerce and the drum is only getting louder as we continue to strengthen our position as a financial engine of the world and a champion of the free market. 

“I hope that we can continue to work together to support stronger and deeper bonds and connections beyond borders, across markets, for many years to come.”

Senior Saudi officials, international sovereign fund officials, emerging fund managers, CEOs, investment bankers, and lawyers were among the speakers at the forum.

The high-level event, which forms the first of the annual two-day BMG Summer Retreat, discussed investment opportunities in Saudi Arabia and the Kingdom’s vision for the future, among many other topics. 

Government officials, regulators, and industry chiefs gathered on the iconic atrium balcony at the London Stock Exchange as the daily 60- second countdown officially marked the start of Wednesday’s trading — and served as a precursor to the forum.

Al-Ghalayini and Dr. Robert Barnes, CEO of Turquoise and global head of primary markets at the London Stock Exchange Group, stepped forward and completed the daily ritual of placing a bespoke engraved glass tablet onto the podium, setting off the 8 a.m. bell.

Talat Hafiz, secretary general of the Media and Banking Awareness Committee at Saudi Banks, led the first panel of the forum, under the theme “Business and Financial Environments in Saudi Arabia.”

“Saudi Arabia is ... the heart of the Arab world and an investment powerhouse,” said Hafiz.

Hussain Shobokshi, businessman and consultant and columnist, said: “Our biggest commodity used to be oil. Now, I believe our biggest commodity is youth.”


How AI and financial literacy are redefining the Saudi workforce

Updated 26 December 2025
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How AI and financial literacy are redefining the Saudi workforce

  • Preparing people capable of navigating money and machines with confidence

ALKHOBAR: Saudi Arabia’s workforce is entering a transformative phase where digital fluency meets financial empowerment. 

As Vision 2030 drives economic diversification, experts emphasize that the Kingdom’s most valuable asset is not just technology—but people capable of navigating both money and machines with confidence.

For Shereen Tawfiq, co-founder and CEO of Balinca, financial literacy is far from a soft skill. It is a cornerstone of national growth. Her company trains individuals and organizations through gamified simulations that teach financial logic, risk assessment, and strategic decision-making—skills she calls “the true language of empowerment.”

An AI-driven interface showing advanced data insights, highlighting the increasing demand for leaders who can navigate both technology and strategy. (creativecommons.org)

“Our projection builds on the untapped potential of Saudi women as entrepreneurs and investors,” she said. “If even 10–15 percent of women-led SMEs evolve into growth ventures over the next five years, this could inject $50–$70 billion into GDP through new job creation, capital flows, and innovation.”

Tawfiq, one of the first Saudi women to work in banking and later an adviser to the Ministry of Economy and Planning on private sector development, helped design early frameworks for the Kingdom’s venture-capital ecosystem—a transformation she describes as “a national case study in ambition.”

“Back in 2015, I proposed a 15-year roadmap to build the PE and VC market,” she recalled. “The minister told me, ‘you’re not ambitious enough, make it happen in five.’” Within years, Saudi Arabia had a thriving investment ecosystem supporting startups and non-oil growth.

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At Balinca, Tawfiq replaces theory with immersion. Participants make business decisions in interactive simulations and immediately see their financial impact.

“Balinca teaches finance by hacking the brain, not just feeding information,” she said. “Our simulations create what we call a ‘business gut feeling’—an intuitive grasp of finance that traditional training or even AI platforms can’t replicate.”

While AI can personalize lessons, she believes behavioral learning still requires human experience.

Saudi women take part in a financial skills workshop, reflecting the growing role of financial literacy in shaping the Kingdom’s emerging leadership landscape. (AN File)

“AI can democratize access,” she said, “but judgment, ethics, and financial reasoning still depend on people. We train learners to use AI as a co-pilot, not a crutch.”

Her work aligns with a broader national agenda. The Financial Sector Development Program and Al Tamayyuz Academy are part of Vision 2030’s effort to elevate financial acumen across industries. “In Saudi Arabia, financial literacy is a national project,” she said. “When every sector thinks like a business, the nation gains stability.”

Jonathan Holmes, managing director for Korn Ferry Middle East, sees Saudi Arabia’s digital transformation producing a new generation of leaders—agile, data-literate, and unafraid of disruption.

“What we’re seeing in the Saudi market is that AI is tied directly to the nation’s economic growth story,” Holmes told Arab News. “Unlike in many Western markets where AI is viewed as a threat, here it’s seen as a catalyst for progress.”

Saudi Arabia's Vision 2030 and the national AI strategy are producing “younger, more dynamic, and more tech-fluent” executives who lead with speed and adaptability. (SPA photo)

Holmes noted that Vision 2030 and the national AI strategy are producing “younger, more dynamic, and more tech-fluent” executives who lead with speed and adaptability. Korn Ferry’s CEO Tracker Report highlighted a notable rise in first-time CEO appointments in Saudi Arabia’s listed firms, signaling deliberate generational renewal.

Korn Ferry research identifies six traits for AI-ready leadership: sustaining vision, decisive action, scaling for impact, continuous learning, addressing fear, and pushing beyond early success.

“Leading in an AI-driven world is ultimately about leading people,” Holmes said. “The most effective leaders create clarity amid ambiguity and show that AI’s true power lies in partnership, not replacement.”

He believes Saudi Arabia’s young workforce is uniquely positioned to model that balance. “The organizations that succeed are those that anchor AI initiatives to business outcomes, invest in upskiling, and move quickly from pilots to enterprise-wide adoption,” he added.

DID YOU KNOW?

• Saudi women-led SMEs could add $50–$70 billion to GDP over five years if 10–15% evolve into growth ventures.

• AI in Saudi Arabia is seen as a catalyst for progress, unlike in many Western markets where it is often viewed as a threat.

• Saudi Arabia is adopting skills-based models, matching employees to projects rather than fixed roles, making flexibility the new currency of success.

The convergence of Tawfiq’s financial empowerment approach and Holmes’s AI leadership vision points to one central truth: the Kingdom’s greatest strategic advantage lies in human capital that can think analytically and act ethically.

“Financial literacy builds confidence and credibility,” Tawfiq said. “It transforms participants from operators into leaders.” Holmes echoes this sentiment: “Technical skills matter, but the ability to learn, unlearn, and scale impact is what defines true readiness.”

Saudi women in the transportation sector represent the expanding presence of female talent across high-impact industries under Vision 2030. (AN File)

As organizations adopt skills-based models that match employees to projects rather than fixed job titles, flexibility is becoming the new currency of success. Saudi Arabia’s workforce revolution is as much cultural as it is technological, proving that progress moves fastest when inclusion and innovation advance together.

Holmes sees this as the Kingdom’s defining opportunity. “Saudi Arabia can lead global workforce transformation by showing how technology and people thrive together,” he said.

Tawfiq applies the same principle to finance. “Financial confidence grows from dialogue,” she said. “The more women talk about money, valuations, and investment, the more they’ll see themselves as decision-makers shaping the economy.”

Together, their visions outline a future where leaders are inclusive, data-literate, and AI-confident—a model that may soon define the global standard for workforce transformation under Vision 2030.