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The wealthy once rushed to Dubai. Now they’re scrambling to leave

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The wealthy once rushed to Dubai. Now they’re scrambling to leave


A version of this article first appeared in CNBC’s Inside Wealth newsletter with Robert Frank, a weekly guide to the high net worth investor and consumer. Sign up to receive future editions, straight to your inbox.

The Iran war has shaken Dubai’s status as a global wealth hub, as legions of expatriates scramble to escape and family offices and wealth managers reconsider their Middle East footprint.

For the past decade, Dubai has successfully marketed itself as a safe haven for the global elite. Attracted by the sun, safety and tax-free income, Dubai’s millionaire population has doubled since 2014 to more than 81,000, according to Henley & Partners. Dubai’s luxury real-estate market has grown for five straight years, with 500 properties selling last year for more than $10 million — up from just 30 in 2020.

Now, however, Dubai’s reputation for safety has been shattered.

Over the past week, Dubai’s five-star Fairmont The Palm Hotel, on its famed man-made, palm-shaped archipelago, was struck by an explosion. Debris from a downed Iranian drone set fire to Burj Al Arab hotel, and the Dubai airport was damaged by a missile strike. On Tuesday, the U.S. Consulate in Dubai was targeted by a suspected drone strike that caused a fire nearby.

“The U.S.-Israel war on Iran is upending that crucial aura of security in Dubai,” said Jim Krane, a fellow at Rice University’s Baker Institute. “Dubai’s economic model is based on expatriate residents providing the brains, brawn and investment capital. You need stability and security to bring in smart foreigners.”

Dubai and the United Arab Emirates sought to quickly reassure investors. The UAE’s National Emergency Crisis and Disasters Management Authority announced Saturday that the situation was “under control.” Dubai’s police force this week threatened to arrest and jail social media influencers who share social content that “contradicts official announcements or that may cause social panic.”

Other wealth hubs in the region — including Abu Dhabi, Doha and Riyadh — are also caught in the fallout of the war. And like Dubai, they’ve made attracting the wealthy a key economic policy. Yet Dubai’s ascendance and dependence on wealth capital stand out in the region. Kane said that’s because Dubai no longer relies on oil revenue like its neighbors do, instead banking on the confidence of foreigners.

“The city cannot function if everyone with a foreign passport flees,” he said. “Dubai will literally shut down. Dubai is more exposed to the risks of an expat exodus.”

Dubai is now home to 237 centimillionaires — those worth $100 million or more — and at least 20 billionaires, according to Henley & Partners. An estimated 9,800 millionaires moved to Dubai in 2025, bringing $63 billion in wealth — more than any other country in the world, according to Henley. Most of Dubai’s wealthy are arriving from the U.K., China, India, and other parts of Europe and Asia. With the ruling Maktoum family starting to diversify the economy away from oil decades ago, Dubai created special economic zones and golden visa programs to effectively industrialize wealth attraction as a national strategy.

Dubai has no personal income tax, no capital gains tax and no inheritance tax, making it ideal for the ultra wealthy and family offices. The Dubai International Finance Center, a special economic zone, reported in early January that the top 120 families in the economic zone managed more than $1.2 trillion combined. Last month, the DIFC said that it was home to 1,289 “family-related entities,” up 61% from a year ago. 

For now, many wealthy families and wealthy professionals are focused on getting out. Charter companies report that demand for private jets far exceeds available seats and flights. Ameerh Naran, CEO of Vimana Private Jets, said Tuesday that the broker received more than 100 client inquiries overnight. He said he hasn’t seen such demand since the pandemic. A jet from Riyadh to Europe can cost up to $350,000, he said.

He added that the Dubai residents he spoke to are traveling for business meetings, not fleeing to safety.

“They don’t feel unsafe,” he said. “It’s pretty much life as normal was just a bit of extra noise in the background with all these missiles. But life has to go on. They need to travel.”

Dale Buckner, CEO of security firm Global Guardian and a former Green Beret, said the exodus shows no signs of slowing. By Tuesday morning, Buckner said, the firm had seven corporate clients including large finance and consulting firms looking to evacuate 1,000 to 3,000 employees.

“This looks very much like Ukraine,” he said.

“I think everyone has realized the Iranians are successfully targeting five-star hotels and airports at scale, and now they’re starting to shut down the oil infrastructure,” he said. “I do not believe anyone thought that was possible.”

Many companies and professionals in Dubai said the business case for staying remains strong. And they are careful not to cross the government at a time of crisis. Hasnain Malik, who leads emerging markets equity and geopolitics strategy at Dubai-based Tellimer, said hedge funds and family offices are mainly drawn to Dubai’s tax, regulatory and stable banking regimes. All those attributes remain in place, he said.

“Those reasons have not changed,” he said. “It is only in one aspect of the lifestyle driver, pristine security, that recent events have called into question.”

Henley & Partners, which helps the wealthy secure visas in other countries, said Dubai has always proven resilient in times of uncertainty. Dominic Volek, group head of private clients at Henley & Partners, said the attacks in Dubai are also a reminder of the importance of geographic hedging.

“Situations like this reinforce a core principle we often discuss with clients: the value of global optionality,” he said. “Internationally mobile families typically diversify their residence and citizenship exposure across multiple regions — including the Americas, Europe, the Middle East, and Asia — so they retain flexibility in the face of geopolitical uncertainty, wherever and whenever it may arise. These decisions are generally strategic and long-term in nature rather than reactions to short-term events.”

One sector that could feel longer-term pressure is Dubai’s real estate market. Dubai’s real estate prices have been surging for five years straight, boosted by its golden visa program that gives foreigners a 10-year renewable visa for buying a property of $550,000 or more. Last year a 47,200-square-foot penthouse at the new Bugatti Residences set a price record for Dubai and the UAE when it sold for 550 United Arab Emirates dirhams, or about $150 million.

Yet even before the Iran war, there were some signs that Dubai’s breakneck building spree, soaring prices and widespread speculation could start to cool. In September, UBS estimated that Dubai had the fifth-highest bubble risk of 21 major cities, ranking behind Zurich and Los Angeles. In the spring, Fitch Ratings predicted a correction in late 2025 and in 2026, with prices falling as much as 15%.

Fitch Ratings’ Anton Lopatin said the effect on real estate values will depend on the conflict’s scope and duration. For now, he said, expatriate departures could “put pressure” on Dubai’s housing market.  



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Paramount CEO David Ellison wants to release 30 films annually. History and Hollywood say it’s unrealistic

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Paramount CEO David Ellison wants to release 30 films annually. History and Hollywood say it’s unrealistic


CEO of Paramount Skydance David Ellison speaks on stage during the Paramount Pictures presentation at CinemaCon at The Colosseum at Caesars Palace on April 16, 2026 in Las Vegas, Nevada.

Valerie Macon | AFP | Getty Images

Paramount CEO David Ellison is trying to do something that no other studio has done in the modern age of cinema — release 30 films annually.

Ellison once again promised this theatrical feat in front of thousands of exhibitors at CinemaCon earlier this month. Applause erupted from the crowd after he made the pronouncement.

But privately, movie theater operators have expressed concerns and skepticism about the proposed future slate of films. While a massive string of releases would help cinemas, companies doubt he will be able to follow through on the promise.

His 30-film plan would hinge on Paramount receiving regulatory approval for its proposed merger with Warner Bros. Discovery, which the latter company’s shareholders approved last week. Ellison noted that each studio would produce 15 films a year.

However, Ellison has not provided many details about those 30 releases, and it’s not clear how he would hit the ambitious goal. Representatives for Paramount did not reply to CNBC’s request for comment.

It’s unclear if all of the films would have wide releases (meaning they eventually play in at least 1,500 theaters, though the typical benchmark is 2,000). It’s also not certain whether the company will count films it distributes but doesn’t produce as part of this figure, or how many of those proposed titles will be considered tentpole blockbusters.

Movie theater operators and industry experts are skeptical that Paramount would be able to sustain a 30-film slate after the initial merger. After all, part of the consolidation process is eliminating redundancies, which inevitably leads to layoffs as well as cost-cutting measures that often result in fewer productions.

“When it comes to traditional brand-new wide release films, 30 movies a year is a lofty plan given that most distributors are releasing on average anywhere from 10 to 15 wide releases each year,” said Paul Dergarabedian, head of market trends at Comscore.

In fact, in the last 25 years, no studio has released 30 films in a single year. The combination of 20th Century Fox and Searchlight came close in 2006 when the studios had 25 wide releases, according to data from Comscore.

The data also show that when studios have merged in the past, the result has been fewer theatrical releases, not more.

Prior to acquiring 21st Century Fox and its studio assets, Disney was averaging 12 films a year dating back to 2000. Meanwhile, the combined efforts of 20th Century Fox and Searchlight averaged 16 films during that same time. Not including 2020, in which theatrical releases were impacted by pandemic-related cinema closures, Disney has averaged around 13 films a year following the 2019 merger.

The line chart shows the annual film releases by Disney and 20th Century between 2000 and 2019 ahead of the two companies’ eventual merger.

“I don’t remember any instance with consolidation where one plus one equals two,” Eric Handler, managing director and senior research analyst at Roth Capital Partners, told CNBC.

Additionally, a combined Paramount and Warner Bros. slate would face some logistical issues in placing 30 films on a 52-week calendar, as well as competition for coveted premium large format theaters.

The wider Hollywood cohort has also balked at the merger, citing similar concerns about job losses and reduced productions. More than 4,000 A-listers, including Robert De Niro, David Fincher, Pedro Pascal and Florence Pugh have signed an open letter opposing the combination of the two companies.

At least one theater operator, however, is supportive of the merger. AMC CEO Adam Aron came out in favor of Paramount’s acquisition of Warner Bros. during CinemaCon earlier this month.

“Of particular importance are David’s public commitments to expand film distribution by Paramount and Warner to at least 30 movies per year, and his vocal embrace of a 45-day exclusive theatrical window,” he wrote in a statement.

“I am confident that David Ellison is sincere as to his intentions, and truly believe that he in fact will wind up delivering on these commitments,” he added.

‘Empty seats and vacant screens’

However, Ellison’s target would not only be higher than any recent precedent — it would be significantly more.

“Historically, the max you’re seeing out of the studio is sort of 20 a year,” said Doug Creutz, senior research analyst at TD Cowen.

He noted that studios like Disney, Universal and Warner Bros. have the funds to make 30 films annually, but they don’t not only because is it not profitable to do so, but also because few studios have enough quality IP or original stories to put out in a year.

“If you had 30 good ideas, then I’d say do it, but you won’t,” he said. “Most studios don’t have 20 good ideas.”

“I think that the reality of it is that they’ll realize that, they probably realize it already, but they’re saying 30 because you’re trying to get the deal approved,” Creutz added. “I would say my guess is that there isn’t a year where Warner plus Paramount release 30 films unless the slates are already set pre-merger.”

This sentiment was repeated by industry analysts, movie theater owners and even rival studios during private conversations CNBC had at CinemaCon earlier this month. More so, there was an overwhelming sense of tension between studios and cinema operators, particularly when it came to the number of theatrical titles being offered up.

Theater companies would welcome more quality releases, but there has been a shortage of them following the Covid pandemic.

“I tell people that the only thing that exhibition has are empty seats and vacant screens until the studios step up and give us something to play,” one veteran movie theater executive, who requested anonymity to speak candidly, told CNBC. “We have no other alternative.”

The executive noted that re-released films, live sports and concert screenings “don’t pay the bills,” and even concession sales aren’t driving the same kind of revenue that they used to.

“We can’t survive without movies,” they said.

Movie theaters have struggled in the wake of the pandemic because of a lack of titles. Production was slowed due to Covid-related shutdowns and exacerbated when both the writers and actors guilds went on strike just a few years later. At the same time, streaming has become more prominent and studios are producing fewer titles for theatrical release.

Fewer films has led to lower domestic box office hauls. Prior to the pandemic, annual ticket sales routinely topped $11 billion in the U.S. and Canada, but in the years after, the combined efforts of the studios have yet to surpass $10 billion.

This year could break that trend, as the slate of films is significantly larger. However, if a merger does take place, the expectation is that the release schedule will once again shrink.

“We know what’s going to happen,” the veteran theater executive said. “We know that when Paramount eats Warner, it’s going to be exactly like Disney-Fox. There is no difference.”

Other theater operators echoed these sentiments when speaking anonymously to CNBC. They, too, questioned how the gaps in the slate would be filled if Paramount can’t deliver on its 30-film plan.

Amazon MGM has already stepped up to the plate in recent years and has promised at least 15 theatrical releases per year starting in 2027. The studio is on pace to have 13 releases in 2026. One of its recent films, “Project Hail Mary,” which arrived in theaters in March, has set box office records for the studio and delivered audiences to theaters.

However, Amazon’s 15-film annual addition to the overall slate was already replacing the films lost from the Disney-Fox merger. It wouldn’t be enough to also account for any losses in titles from a merger between Paramount and Warner Bros.

“It’s not great for exhibition,” the cinema veteran said. “It’s a lose-lose proposition.”

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Oil price jumps to $117 after reports of ‘extended’ Iran blockade

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Oil price jumps to 7 after reports of ‘extended’ Iran blockade


Lindsay James, investment strategist at Quilter, said that the impact of the war so far in the UK has been largely limited to higher petrol and diesel prices, but “every day that passes without a resumption of supply sees the risk of physical shortages and steeper price rises on a range of goods increasing”.



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Yum Brands earnings top estimates, fueled by Taco Bell’s 8% same-store sales growth

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Yum Brands earnings top estimates, fueled by Taco Bell’s 8% same-store sales growth


Yum Brands on Wednesday reported quarterly earnings and revenue that topped analysts’ expectations, fueled by another strong quarter for Taco Bell.

Here’s what the company reported compared with what Wall Street was expecting, based on a survey of analysts by LSEG:

  • Earnings per share: $1.50 adjusted vs. $1.38 expected
  • Revenue: $2.06 billion vs. $2.04 billion expected

Yum reported first-quarter net income of $432 million, or $1.55 per share, up from $253 million, or 90 cents per share, a year earlier.

Excluding charges related to its strategic review of Pizza Hut and other items, the company earned $1.50 per share.

Net sales climbed 15% to $2.06 billion, lifted by higher revenue from company-owned restaurants. Last year, the company bought more than 100 Taco Bell locations across the Southeast with a goal of accelerating development and profitability.

Across Yum, global same-store sales rose 3%, driven by growth at Taco Bell, the gem of the company’s portfolio.

Taco Bell’s same-store sales increased 8%, topping Wall Street’s estimates of 5.6% growth, according to a survey by StreetAccount.

“Taco Bell delivered an outstanding 8% same-store sales growth, meaningfully ahead of the [quick-service restaurant] industry, building off a very strong Q1 same-store sales growth rate in 2025,” Yum CEO Chris Turner said in a statement.

Yum also plans to expand its use of artificial intelligence-driven A/B testing for Taco Bell’s drive-thru lanes, following a successful pilot in the first quarter. The technology lets Taco Bell change the layout, visuals and content shown to cars in the drive-thru lanes, allowing the chain to learn quickly about what messages resonate more with customers.

“If I think about our philosophy as it relates to AI, first and foremost, we want to use AI to drive growth,” Turner said on the company’s earnings conference call.

KFC reported same-store sales growth of 2%, shy of the 2.5% increase projected by StreetAccount. While the fried chicken chain’s international business is considered one of Yum’s “growth engines,” its U.S. business has struggled in recent years, buckling under increased competition and consumers’ value expectations.

KFC U.S. system sales fell 2% during the first quarter. Yum is no longer sharing the market’s quarterly same-store sales, signaling that the chain’s U.S. business is now considered immaterial to the company’s broader results. Its home market is now KFC’s third-largest region by system sales, falling behind China and Europe. However, Turner said that KFC U.S. is still “strategically important” for Yum.

To win back customers, KFC is taking some cues from Taco Bell’s successful playbook by leaning into innovation and affordability. It’s also been expanding a spinoff chain that focuses on chicken tenders called Saucy, which provides the broader KFC business with ideas about what menu items are resonating with diners.

Similarly, Pizza Hut saw stronger results outside of its home market. The struggling pizza chain reported flat same-store sales globally, although its international business saw same-store sales rise 2% in the quarter. Its U.S. same-store sales shrank 4%.

Analysts were projecting global same-store sales declines of 0.7% for Pizza Hut, according to StreetAccount.

In November, Yum said it would explore strategic options for the chain, which has long been the laggard of its portfolio. Several private equity firms, including Apollo Global Management and Sycamore Partners, are among the potential buyers vying for Pizza Hut, Reuters reported earlier this month.

While Yum did not provide an update on the strategic review on Wednesday, its earnings release did include a bullet point showing the company’s system sales, unit count and core operating profit excluding Pizza Hut.



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