Market Pause Reality Check: What I'm Telling Peers About the Road Ahead

In the first few weeks of when the conflict started, I received a few phone calls from fellow industry players.

First, to ask what my thoughts are about leaving the country; which is not what I will cover today.

Second, to ask me what I think about the market, the markets I have been handling for business missions and trade shows.

I started my travel business in 2020 at the peak of COVID, trusting my calculated risk that a travel boom would happen. I also put my money in the UAE, watching it open before any other country in the world. Sure, I had to tighten my belt the first few months, but I continued to build my brand and relationships.

When the travel boom happened; the opening of Gulfood 2021 and subsequently Dubai Expo 2020, I was the go-to choice to assist with travel programs and business programs. This is where Prioritised ByMunira was born.

Fast forward to March 2026. Some of my contacts, friends, clients had a chat and asked me what I think would happen.

This is my observation.

The Q2 Calendar Has Shifted to H2

While trade events have postponed for obvious reasons, they have all postponed to Q3-Q4 this year. Notably, Arabian Travel Market was postponed from May to 17–20 August 2026 at Dubai World Trade Centre. Annual Investment Meeting (AIM Congress) was postponed to 7–9 September 2026 at Dubai World Trade Centre. Several other high-profile programs similarly pushed to September 2026.

This means the cycle of planning for UAE's next season beginning September will begin a few months earlier — June/July. Instead of spending time away in August, I am spending time away in May–June in anticipation that much of the planning will happen by June.

Market Saturation and Strategic Timing

It will be interesting to see the bulk of Q2 events now concentrated in H2. This will entirely saturate the market — hotels, transport, venues, all operating at capacity simultaneously. Entities should start their planning early. Hotels and service providers should also exercise flexible terms to ensure early bookings are possible, but refundable and flexible options should not become a show stopper in assisting with market recovery.

The 4–6 Month Cash Holding Reality

This also means cash holding position for 4–6 months. Companies with poor cashflow will feel the pinch or might not sustain, while others who are able to reduce cost and hold might just make it to the end of the tunnel.

Some peers are moving into trading businesses to bridge the gap. I'm an HRDCorp-accredited trainer, so I'm using this pause to develop that side further. Revenue stream I can activate now. Foundation I can build on when missions resume.

Retail Resilience: The Market That Didn't Pause

Meanwhile, the retail market continues and presents great opportunities for strong players and mid players who dare to take the risk.

Primark's opening at Dubai Mall in March brought queues stretching 500 metres, 600 staff, 350,000 units of stock, and thousands of customers on day one. Hotels are launching Work From Hotel initiatives. Coca-Cola Arena has temporarily pivoted from concerts to shopping festivals such as The Big Clearance Sale running 1–5 April 2026 — signaling a resilient market.

The Window for Market Entry Is Now

This might actually be the right moment to anticipate the boom.

Any market entry conversation that's already started needs to move forward strategically now, especially if fitout, unit acquisition, or licensing is involved. Landlords offering longer rent-free periods than they have in years.

This is also the window to build your team. Talent is available. Recruitment that would normally take months can happen in weeks. Training programs that get deprioritized during busy seasons? Now's the time. Upskill your existing team, onboard new hires properly, build the operational foundations you'll need when demand returns.

The companies positioning now, securing space, hiring strategically, developing capability will move fastest when Q3 opens.

I expect the market to resume in Q3 with opportunities for new players and bolder entrants — as long as you can sustain the next 4–6 months and pivot intelligently.

Peer Conversations and Strategic Decisions

I am happy to have these interactions with my peers so we keep each other in check and face the realities we are in. Pivot, sustain, or exit, these are the strategic decisions that need to be made to come out the other side.

I know some who are still resilient to meet their business goals, and I root for everyone to come out of this uncertainty together.

👉 If your organization needs advisory support for market positioning and strategic planning during this downtime or if you have upcoming high-profile business programs that need professional execution while you focus on your business goals, let's start that conversation now to see where we can bring exceptional results together. Contact us.