A.R.M. Holding’s vision for Dubai’s future communities rejects the traditional model of real estate as a purely speculative asset. Instead, the company frames neighborhoods as lasting investments in human experience, where design, culture, and daily life are fundamental to financial returns.
The approach represents a deliberate departure from Dubai’s development cycles. Since its establishment in 2019 under the backing of H.H. Sheikh Ahmed bin Rashid Al Maktoum, the private investment group has resisted short-term speculation. CEO H.E. Mohammad Saeed Al Shehhi has built the company’s philosophy around two core principles: supporting prosperity and retaining ownership of projects. This means avoiding rapid project turnover, rushed launches, and compromises on resident needs.
“We are not building to exit,” Al Shehhi states. “We hold what we create, which means we live with the consequences of our choices for decades.” That long-term ownership model fundamentally changes how decisions are made. “It forces you to ask harder questions at the start,” he explains. “Will people still want to be here in twenty years? Will this street feel alive on an ordinary Tuesday evening, not just at launch?”
Dubai’s shift from skylines to livable communities
Dubai’s next growth phase shifts focus from iconic skylines to communities where people choose to remain. The emirate’s 2040 Urban Master Plan embodies this transition. Success now hinges on whether developments deliver genuine quality of life—walkable infrastructure, cultural engagement, and spaces that adapt to residents’ evolving needs.
A.R.M. Holding’s projects demonstrate this philosophy. The Jebel Ali Racecourse masterplan, a five-square-kilometer regeneration effort designed with BIG – Bjarke Ingels Group, exemplifies the approach. Rather than a collection of buildings, the district centers on a public park, ensuring every resident lives within a five-minute walk of green spaces, amenities, and services. The project preserves its equestrian heritage while integrating it into daily routines.
What distinguishes the masterplan is its emphasis on measurable outcomes. Seventeen performance indicators track resident wellbeing, sustainability, and cultural participation. “We wanted a plan we could be held to; not just a set of renderings.” The project is fully aligned with the Dubai 2040 Urban Master Plan, demonstrating that large-scale developments can remain fundamentally humancentred. “If a five-square-kilometre district can be organised around the walking distance of a child or a grandparent, then any project can.”
Across A.R.M. Holding’s residential portfolio, the focus extends well beyond architecture. Developments such as HUNA and HIVE have become recognised for creating communities rather than simply delivering homes.
The same logic underpins HIVE, a co-living concept for younger residents. Shared workspaces, communal kitchens, and collaborative environments transform the building into a social hub. “When residents host their friends in the building rather than leaving it, when a development becomes part of how a neighbourhood describes itself, the commercial performance follows.”
Culture as the foundation of lasting value
For a developer prioritizing long-term value, culture functions as essential infrastructure. A.R.M. Holding’s investments in art, education, and public space reflect this belief. The company serves as Presenting Partner of Art Dubai, supports the Dubai Collection, and has engaged over 37,800 students through its children’s program since 2021. Public art and cultural initiatives are integrated from the outset rather than added later.
Al Shehhi’s reasoning is clear: cities compete through meaning, not physical scale. A development that supports resident pride, one that attracts visitors who stay, sustains value over time. “Culture gives development a reason to be visited by people who do not live there.”
The approach extends beyond Dubai. In ENTA Mina, a waterfront project in Ras Al Khaimah, A.R.M. Holding addressed demand from HIVE residents seeking ownership without sacrificing community. The development blends design-focused residences with co-working and social spaces, catering to young professionals and tourists.
New markets are evaluated based on three criteria: authentic demand, unmet needs, and the right development partner.
Measurable success: data-driven development adjustments
The commitment to measurable results extends across all projects. At Jebel Ali Racecourse, the 17 performance indicators include air quality metrics, pedestrian traffic patterns, and cultural engagement levels. Sensors in the park track footfall, while resident surveys assess satisfaction with public spaces. Annual reviews adjust designs based on actual usage rather than initial plans.
This contrasts with traditional developments, where sustainability claims often rely on certifications without ongoing verification. A.R.M. Holding’s projects require third-party audits of environmental performance. For example, HUNA’s Across H development monitors real-time energy consumption, with findings shared publicly. The goal is transparency, not for marketing, but to prove sustainability is more than a formality. Al Shehhi asks. Every design decision, from solar panel placement to public art materials, reflects this principle.
The Children’s Programme, which has reached over 37,800 students since 2021, operates on similar principles. By introducing art and design to young Emiratis, the initiative shapes future residents who will value culture in their communities.
The program’s impact extends to education partnerships. A.R.M. Holding collaborates with local schools to incorporate design thinking into curricula, ensuring students understand urban planning. In one project, Dubai Government Schools students redesigned a HIVE playground, with their input shaping the final layout. The result was a space reflecting their needs, a rarity in large-scale developments.
