Here’s what startups need to know before entering the MENA market

Rinata Ilyubaeva, CEO Tumar Innovation Hub

Entering the MENA market is not just a geographical expansion, but effectively launching a business anew in a new cultural and business environment. Based on our experience working with startups in the region, I would highlight several key recommendations:

1. Fundraising strategy: build at home — raise in MENA
At early stages, it is more effective to raise capital in your home market, where you have traction and trust. Starting from the seed round, it makes sense to actively enter the MENA region — there is strong liquidity here, especially in the UAE and Saudi Arabia, and investors are interested in scalable international solutions.

2. Online presence is not enough
The region is heavily built on personal connections. Without a physical presence and constant networking, it is almost impossible to build trust and close deals.

3. Full offline immersion
The best results are achieved by teams that relocate or spend significant time in the region. This allows for a faster understanding of how decisions are actually made, who influences deals, and how partnerships are built.

4. English-first, but with consideration for localization
English is the mandatory basic language for all team members, especially for B2B and investor relations.

But:
— for B2G — Arabic localization is practically mandatory from the very beginning
— for B2C — Arabic significantly increases conversion and trust
— for B2B — you can start without it, but for scaling, it becomes an advantage

5. Work through partnerships, not directly
Entering through local partners is often faster and more effective than trying to go in "cold." The region values trust and referrals.

Additionally, but often underestimated:

6. Long sales cycles are the norm
Especially in the B2G and enterprise segments. Especially in Saudi Arabia. You need to budget 6–12 months for closing deals and have a corresponding runway.

7. Reputation and social proof are critical
Who your customers, investors, and partners are is often more important than the product itself at the early stage. One strong reference can open up the market.

8. Clear positioning for the region
From experience, a generic pitch does not work. You need to adapt use cases, pricing, and messaging to local priorities.

Especially compliance issues — much that is allowed in Kazakhstan may be prohibited or additionally regulated in MENA.

9. Regulation and company structure
It is important to understand in advance where exactly you will be based, how this affects contracts, taxes, and government relations.

10. The MENA region is not a single market
The UAE, Saudi Arabia, and Qatar are different markets with different decision-making logics. The strategy must be segmented, not one-size-fits-all. If you have spare financial resources, you can consider Egypt as a "window to Africa."

Conclusion:

In MENA, the winners are not the most technological, but those who adapt faster to the local business culture and build the right long-term relationships. The market does not like "fly-by-night characters" — there are plenty of them, but it is immediately obvious. The market likes it when a business considers the country as its main focus.

Aidar Aryngazin, founder of DOQ.kz 

On every market, there are four key challenges we face: language, mentality, product, and laws. If you work through them, you can enter almost any country.

— language — in most cases, this is English, and it is mandatory for work
— mentality — it is important to understand people and be able to show empathy
— the product depends on the industry: it must be adapted to correspond to the specific market
— legislation — here everything is individual. In our case, basic regulation is not too complex, however, studying laws alone is not enough: in practice, unwritten rules often apply, which are not always reflected in official documents.

At the same time, it is important not to be afraid and simply start. Overall, markets are largely similar, and people everywhere are alike.

Fear of entering new markets is a normal reaction that many founders face, and we are no exception. However, after entering the third or fourth country, it practically disappears — new markets begin to be perceived as a familiar environment. It is normal to be afraid, and as a rule, it passes quickly.

Aidana Aytuarova, founder and CEO Porte Tech

Prepare for the fact that visa processing, company registration, and other administrative procedures will take significant time and require resources. This can be difficult and somewhat exhausting, so it is worth thinking in advance about support. I advise spending time finding experienced consultants who can help with the paperwork and organizational aspects, so that you can focus on developing the business itself.