GrowthStack Advisory / UAE and Gulf
Dubai, Abu Dhabi, Riyadh and the wider Gulf
B2B lead generation for the UAE and Gulf, built from inside the market.
Outbound and go-to-market for B2B technology companies selling into the UAE and the wider Gulf. Ninety day engagements that end with the system handed to your team.
GrowthStack builds outbound engines for B2B technology companies selling into the UAE and the wider Gulf. The regional credential is Logistiq, the third-party logistics arm of Landmark Group, a Dubai-headquartered retail and hospitality conglomerate with over 2,500 outlets across the Middle East, Africa and India. Shobhit Gupta led sales and GTM strategy there, building the function from scratch and generating $500K ARR in the first quarter across the Middle East and India. Earlier, at Locus, he ran a distributed SDR team covering the United States, Europe, the Middle East and Asia. Engagements run in ninety day cycles and end with the system handed over. Note the honest limit: the named client work is not UAE-based, so the regional argument here rests on operating experience in the market rather than on Gulf client logos, and that is stated on the page rather than left for you to discover.
Regional work here is from prior in-house roles and labelled as such. Named client work is listed separately in the case studies.
The Gulf credential, stated plainly
Logistiq is the third-party logistics arm of Landmark Group, a Dubai-headquartered retail and hospitality conglomerate operating across the Middle East, Africa and India, with more than 2,500 outlets. Landmark also owns the region's largest privately-owned distribution hub.
Shobhit Gupta led sales and GTM strategy for Logistiq through 2024. There was no go-to-market function when he arrived. He built it: the ICPs and personas, the CRM and sequence design, the outreach motion, and the reporting underneath it. That produced $500K ARR in the first quarter across the Middle East and India, plus a further $30K ARR from the Logistics-as-a-Service offering.
Before that, at Locus, he ran a distributed SDR team covering the United States, Europe, the Middle East and Asia, where MQL to SQL conversion moved from 10% to 25% and $20M in opportunities were created. Running the Middle East as one geography inside a multi-region org is a different discipline from treating it as an afterthought, and it is where the reporting habit below comes from.
What is actually different about selling B2B in the Gulf
- The buying group is often multinational. The user is in Dubai, the budget holder may be in London or Mumbai, and procurement sits somewhere else again. A sequence that books one of them and stops has not booked the deal.
- Cycles run longer and warmer. Relationship weight is higher than in a comparable US deal, which changes cadence and follow up discipline more than it changes the message.
- Regional blending hides the truth. A pipeline number averaged across the Middle East, India and South East Asia tells you nothing about which market is working. Reporting has to separate them from week one.
- It runs in English. B2B technology buying in the UAE happens in English, so the work here does not depend on Arabic-language sequences. Where a specific motion needs Arabic, that is a localisation job with a native reviewer.
Who this is for
- B2B technology companies opening a Gulf motion. The product already sells somewhere. The open question is whether the same motion works into Dubai, Abu Dhabi and Riyadh.
- Founders still selling it themselves. This builds the first structured outbound function rather than replacing one that already exists.
- Teams selling into logistics, retail and supply chain. That is where the operating record in this region is deepest, through Logistiq and Landmark Group.
- Teams that want the system, not a lead list. Ninety days ends with the engine handed to your team.
What a ninety day engagement produces
The same six pieces get built every time. What changes by market is the targeting, the proof points, and which channel carries the most weight.
- ICP and segmentation for the Gulf. Which accounts, which tiers, and which trigger events justify research time.
- Personas and messaging. Problem led narratives for the economic buyer, the champion and the blocker, in English, which is how B2B technology buying in the region actually happens.
- Sequences and deliverability. Email, LinkedIn and calling, with SPF, DKIM, DMARC and a custom tracking domain set up before volume goes out.
- Toolstack and CRM workflows. Stages, fields and automation that enforce the process rather than rely on memory.
- Live outreach and iteration. Sequences run, replies read across the campaign, and the messaging changed on what came back rather than on opinion.
- Handover. Playbooks, dashboards and a trained team. You own the engine afterwards.
The engagement ends with the handover, not with a renewal conversation. The sequences, workflows, dashboards and playbooks stay with your team, and your team is trained to run them.
Who this is not for
Three or four calls a month end with us saying this is not the right piece of work. Cheaper for everyone if that happens before the call.
- You want a Gulf-based team on the ground. GrowthStack is two people working remotely. If the requirement is a physical presence in Dubai or Riyadh, that is a different kind of supplier.
- You need Arabic-language outbound. The published work is all English-language. Arabic sequences would need a native writer, and we would be adding a layer rather than doing the work ourselves.
- You want Gulf client references before signing. We can point to a Dubai group operating record but not to UAE client logos. That is a real gap and worth weighing.
Not sure which applies? Run the outbound model fit scorecard, which takes a couple of minutes and gives an answer without speaking to us.
Frequently asked questions
Do you work with companies in the UAE?+
Yes. The regional operating experience is Logistiq, the third-party logistics arm of Dubai-headquartered Landmark Group, where Shobhit Gupta built the go-to-market function from scratch and generated $500K ARR in the first quarter across the Middle East and India. Earlier at Locus he ran a distributed SDR team covering the Middle East alongside the US, Europe and Asia. Engagements are run remotely, which is how the Easyship, WorkStore and nuvista.ai work runs today.
Are your named clients based in the UAE?+
No, and it would be misleading to imply otherwise. Easyship, WorkStore, nuvista.ai and ConvertCart are not Gulf companies. The UAE case rests on having built and run a go-to-market function inside a major Dubai group, not on regional client logos. If Gulf-based references matter more to you than the operating record, that is a fair reason to choose someone else.
What is different about selling B2B in the Gulf?+
Three things in practice. Buying groups are frequently multinational, so the decision spans time zones and head offices outside the region. Procurement cycles run longer and are more relationship-led than in the US, which changes cadence rather than message. And a sequence that works in South East Asia often fails in the Middle East without rework, which is why reporting has to separate geographies rather than blend them.
Do you need to write in Arabic?+
For B2B technology in the UAE, generally no. Business runs in English and the buyers for this kind of software search in English. If a specific motion needs Arabic, that is a translation and localisation job with a native reviewer, and it should follow proof rather than precede it.
Are you an agency?+
No. An agency rents you activity and keeps the playbook when the contract ends. GrowthStack builds the system inside your business and hands it over. Most of the Dubai lead generation market is agencies, so if what you want is meetings booked on your behalf, one of them is probably the better fit.
Do you offer fractional sales leadership in the UAE?+
Yes, and it is the less crowded option here. The Gulf fractional market is mostly fractional CMO and CXO services. This is fractional sales development specifically: targeting, messaging, qualification, outbound execution and SDR coaching, on a ninety day cycle.
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