Dubai, UAE — (ARAB NEWSWIRE) — Nasir Jamal, CEO of H Capital Limited, says the next decade of wealth management in the GCC will be defined not by who adopts AI fastest, but by who governs it best.
The DFSA AI Survey 2025 found AI adoption among DIFC-authorised firms rose from 33% in 2024 to 52% in 2025, with Generative AI use up 166% year-on-year. The survey covered 661 firms across banking, capital markets, wealth and asset management, and fintech, with an 88% participation rate.
The findings show a financial centre moving quickly into the next stage of AI use, and highlight the next priority: clearer accountability and stronger oversight. According to the survey, 21% of firms using AI still lack clear accountability, including where AI is linked to critical operations.
“This is not a reason to slow innovation,” says Nasir Jamal. “It is a reason to strengthen the foundations around it. Clients need to know who is accountable, how decisions are reviewed, and where human judgment remains central.”
Nasir, who joined H Capital Limited in September 2025 after nearly two decades in global wealth management, holding senior roles at UBS, Citi, Julius Baer, and Edmond de Rothschild, believes independent advisory firms can gain an advantage here. Larger institutions often face legacy systems, long vendor cycles, and multiple approval layers. Independent firms can be more focused, choosing where AI adds value and where to hold back.
(Follow Nasir Jamal on LinkedIn: https://www.linkedin.com/in/nasirjamal-hcl/)
That distinction matters as family offices, entrepreneurs, and institutional clients ask sharper questions. The conversation is no longer limited to performance, fees, and reporting. Clients increasingly want to know how data is handled, how AI tools are governed, and where accountability sits.
Nasir believes firms can raise standards now through five practical actions:
- Define clear accountability for every AI tool used in client, investment, operational, or compliance processes.
- Keep human oversight in areas involving judgment, suitability, risk assessment, and client communication.
- Create internal AI usage policies covering data protection, vendor selection, model review, and staff responsibilities.
- Document where AI is used, what it supports, and what decisions remain with qualified professionals.
- Communicate governance practices clearly to clients, especially where AI supports analysis, reporting, or service delivery.
“This is fixable, and that is the important point,” Nasir said. “Firms that act early can make AI governance part of their client proposition before it becomes a pressure point.”
The timing matters. Following the April 2026 announcement, DIFC is on track to become the world’s first AI-native financial centre. The Dubai AI Campus, MENA’s largest AI cluster, already hosts over 180 AI companies and 315 entities under the Dubai AI Licence, targeting USD 300 million in investment by 2028.
With 60% of DIFC firms planning to expand AI use within a year and 75% within three, Nasir expects AI governance disclosures to become as important to clients as performance reporting and fee transparency.
For GCC wealth management, AI adoption is already underway. The next opportunity is to build governance that matches the ambition.