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From the recent launch of the Trump Tower Dubai in partnership with the Trump Organization to exploring tokenised real estate and branded luxury developments from Muscat to Madrid, CEO Ziad El Chaar explains to Gulf Business editor, Neesha Salian, how Dar Global — the international arm of Dar Al Arkan — is redefining the global real estate landscape. With a focus on investor-first focus, ESG principles, and brand-driven development, the conversation offers insight into the company’s global footprint and the leadership mindset shaping its operations and future.
This is an exciting time, especially with the project involving the Trump Organization. What has driven the strategy behind this partnership and your broader regional expansion?
We started Dar Global almost four years ago, though the parent company, Dar Al Arkan, has a legacy spanning over 31 years. Dar Global focuses on developing international cities for HNWIs.
When we went public in 2023 on the London Stock Exchange, we committed to becoming one of the world’s top 50 global real estate developers. That goal requires pushing our annual revenue close to $3bn. So, we built the team, launched branches, and initiated developments across key cities.
Now it’s time to amplify results. We’ve been partnering with globally respected brands to maximise returns for our shareholders and real estate investors. The Trump brand, in particular, has strong global recognition and premium appeal. I helped introduce the Trump brand to Dubai 10 years ago with a golf community that became one of the city’s best.
We launched in Muscat with Trump-branded residences, attracting investors from over 50 nationalities. In Jeddah, we created a 47-storey premium tower with a Trump members-only club — another project that has drawn global attention, especially with Saudi Arabia’s new foreign investment laws that only came into effect last year. The brand brings luxury, exclusivity, hospitality, and international reach.
Read: Eric Trump tells Gulf Business why the region is the future of luxury real estate
Dubai’s real estate market is famously competitive. How do you see the Trump Tower project standing out among other iconic developments?
In real estate, the key element is always location. We chose a prime spot on Sheikh Zayed Road, right at the entrance of Downtown Dubai. This gives residents access to all the amenities of Downtown — without the traffic.
The views are stunning — Burj Khalifa on one side, and the sea, Jumeirah Bay, and La Mer on the other.
Beyond location, we’re adding value through hospitality. We’ve been investing heavily to bring the Trump Hotel brand to Dubai. We’re also introducing the Trump Members Club, and residences that come with access to what will be the world’s highest outdoor swimming pool.
When you combine all of that with Dar Al Arkan’s 31-year track record, you have a truly compelling offer. Our promise is to consistently outperform the market — not with hype, but with delivery and design that attract strong returns.
Let’s talk about technology and sustainability. Where does Dar Global stand on tokenisation and ESG?
Tokenisation is very close to my heart. I tried to initiate a real estate tokenisation project in Dubai back in 2018 and even published a white paper on the topic.
Dubai, with its investor diversity, is ideal for tokenisation. But it’s not just about creating tokens —you also need liquidity. If there’s no exchange to trade tokens, the system is half-cooked. We need a Dubai Security Tokens Exchange, like the Dubai Financial Market, where real estate tokens can be traded.
On sustainability, we take ESG seriously. Being listed in London means we comply with strict FCA guidelines. We try to go beyond local market standards and lead in ESG delivery.
In addition to the Trump brand, you’ve partnered with several others. What drives your strategy in branded residences?
We currently have 14 branded residence partnerships. Our strategy is investor-focused. We develop only in international cities with demand from multiple nationalities. Branded residences offer high desirability and limited supply, making them stable, high-yield products.
These global names help us offer something unique in each city. When you add a respected brand to a luxury location, you create a product that’s both exclusive and consistently in demand.
How are your international markets progressing, particularly Spain, Oman, the US, among others?
Our strategy is to develop in cities with broad, international demand. Many of our investors buy in multiple global locations — so in a way, we’re helping them complete their collections.
We’re already active in Doha, Moscow, Dubai, Muscat, Riyadh, Jeddah, Central London, southern Spain, and soon, Athens. We’re also exploring collaborations in parts of the US. that are internationally active.
For now, we’re focusing on deepening our presence in these existing cities. Opening a new development setup is costly, so our priority is to grow where we’ve already established a footprint.
What leadership principles have guided you and your company to this level of success?
It’s all about focus. We don’t do everything. We chose a path — luxury real estate in international cities — and we’ve stayed true to it.
Every project we pursue is evaluated through one lens: is this good for our investors and shareholders? Can our team deliver it without being stretched? We don’t build because we like an idea; we build only if it serves all our stakeholders.
What advice would you give to other real estate leaders navigating today’s volatile global market?
Focus on scarcity. In real estate, it’s all about supply and demand. Don’t be the 700th tower in the suburbs with generic views. Those products perform only when the market is booming.
Instead, offer something unique: a one-of-a-kind product, a top-tier location, or cost leadership — though the latter is the hardest because you can’t control material costs. If you’re not unique or cost-efficient, don’t enter this business.
You are a busy CEO. How do you find a work-life balance?
I was taught by my late parents that you give everything to your work and livelihood — and whatever time is left, you live your life.
This idea of working six hours a day and prioritising weekends doesn’t hold in our world. If a client wants to meet on a Saturday, you show up in a suit. That’s what I teach my daughter too. Hard work, loyalty, and contribution to your institution’s success should the core values driving you.
Any parting thoughts?
My first interaction with Dubai’s real estate scene was at Cityscape 2012 in the World Trade Center. It’s amazing to see how far we’ve all come in just 20 years.
