Family offices across the Gulf are becoming more sophisticated as regional wealth matures and entrepreneurial fortunes transition across generations. Increasingly, families require banking partners that can support governance structures, cross-border investments and complex financing needs alongside traditional portfolio management. Emirates NBD Private Banking has developed a proposition designed specifically around these evolving requirements, combining institutional investment capabilities with a regional banking platform capable of supporting both family wealth and operating businesses.
A defining element of the bank’s approach is its emphasis on governance and succession planning. Recognising that many private-banking relationships in the region were built around first-generation entrepreneurs, Emirates NBD launched a structured next-gen programme aimed at preparing the heirs of client families for leadership roles within both family enterprises and offices. The initiative brings together younger members of client families for programmes focused on leadership, entrepreneurship and family governance, delivered in partnership with institutions including INSEAD and PwC and supported by regional business networks and professional advisers.
The programme was created to address a structural challenge within the client base. As Mohammad Al Bastaki, group head of private banking and wealth management, explains: “When I joined, the average age of our clients was 67. I told the vice chairman that in 10 years we might not have clients if we don’t engage the next generation.” By engaging heirs early and helping families develop governance frameworks, the bank has positioned itself as a partner in the long-term stewardship of family wealth rather than simply a provider of investment products.
When I joined, the average age of our clients was 67. I told the vice chairman that in 10 years we might not have clients if we don’t engage the next generation
Mohammad Al Bastaki
This ecosystem approach has also helped deepen relationships with large family groups and expand wallet share across family enterprises. Once governance structures and investment frameworks are in place, Emirates NBD frequently acts as the “bank of execution”, supporting capital deployment, financing and broader wealth management needs across the family relationship.
The bank’s broader capabilities also allow it to support family offices with complex cross-border requirements. Through its platforms in Dubai, London and Singapore, clients can structure investments and financing solutions across multiple jurisdictions while maintaining a central relationship within the Gulf. This flexibility is particularly important for regional families whose wealth often spans operating companies, international property holdings and globally diversified investment portfolios.
Investment capabilities are another pillar of the proposition. Family offices can access discretionary portfolio management strategies, multi-asset funds and alternative investments through the bank’s investment platform, alongside bespoke financing solutions such as Lombard lending and structured credit facilities secured against liquid assets. The bank has also expanded its offering in private assets and venture opportunities.
Digital infrastructure is increasingly integrated into this service model. Through the ENBD X platform, clients can access real-time portfolio information, execute trades across global markets and manage investment documentation digitally. Adoption has grown rapidly, with more than 80% of private banking clients now active on digital channels and digital trading volumes rising sharply year on year.
Taken together, these capabilities illustrate how Emirates NBD has adapted its private banking franchise to the evolving needs of Gulf family offices. By combining governance expertise, cross-border structuring capabilities and institutional investment resources with modern digital infrastructure, the bank has built one of the region’s most attractive platforms for supporting the long-term ambitions of entrepreneurial families.
