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Business

The latest equity investment and acquisition deals in Welsh business

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Firms freature include K3 Metrology, Mariposa, Elmatic, Alesi Surgical, Creo Medical and 1st Choice Accident Repair Centre.

Spinout from the National Physical Laboratory (NPL) K3 Metrology has launched with a £2.75m seed investment to commercialise Metralis, a next‑generation metrology platform designed for advanced manufacturing environments.

The funding round is supported by the Development Bank of Wales with a £1m equity investment alongside £1m from Parkwalk and £750,000 from the UK Innovation & Science Seed Fund (UKI2S.

Based at the Advanced Manufacturing Research Centre Cymru (AMRC-C) in Broughton, K3 Metrology enters the market as manufacturers across aerospace, defence, nuclear and other high‑value sectors are seeking more efficient, traceable and scalable measurement solutions.

The company was founded by Professor Ben Hughes (chief technology officer) and Dr Mike Campbell (chief executive), who have worked together for more than 12 years at NPL developing the Metralis technology and building strong relationships with major industrial partners.

Metralis was created in response to direct feedback from large industrial users who highlighted the limitations of legacy systems. In customer trials, the start-up has demonstrated significant performance gains and a timing study with a major manufacturing partner having found that using Metralis resulted in efficiency gains of 60%.

Dr Campbell said: “For decades, manufacturers have been forced to compromise between accuracy, speed and scalability. Metralis removes that trade‑off entirely.

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“This investment enables us to bring a step‑change technology to market and support the UK’s most advanced industrial sectors. Metralis is the result of years of scientific development at NPL, and we are now grateful for the support of the development bank, Parkwalk and UKI2S. Our team is excited to deliver real‑time, high‑accuracy measurement at a scale that has never before been possible.”

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Penny Holt, chief financial officer of NPL said: “K3 Metrology demonstrates how publicly funded science can translate into high‑value industrial capability for the UK. Metralis is a transformative technology with the ability to raise industrial productivity, strengthen UK manufacturing competitiveness, and set new international standards in large‑volume measurement.

“This seed investment marks an important step in translating 15 years of NPL research into real‑world impact, and we’re proud to support the K3M team as they take this capability to market.”

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Gareth Mayhead and Tom Linney, investment executives in the technology ventures team at the Development Bank of Wales. They structured the investment deal for K3 Metrology.

Mr Mayhead said: “K3 Metrology is a high‑quality technical spin‑out with genuinely differentiated technology and clear commercial potential, making this a compelling early‑stage investment in the UK’s industrial deep‑tech sector. Our funding gives K3M the runway to complete product development, grow the team in North Wales and build early commercial proof points in sectors where precision and throughput matter. Its base at AMRC Cymru provides valuable proximity to industrial partners, collaborative facilities and a skilled regional workforce.”

Alun Williams, investment director, Parkwalk, the UK’s most active investor in university spin‑outs, brings deep experience in commercialising complex IP, said: “K3 Metrology is a great example of the world‑class, science‑led innovation that Parkwalk exists to back. Metralis embodies the kind of breakthrough, industrial deep‑tech we look for – addressing a clear need with a platform that can transform productivity for advanced manufacturers.

“Its real‑time, high‑accuracy measurement capability represents a significant step forward in precision metrology, overcoming the limitations of legacy systems and enabling throughput levels demanded by aerospace, defence and other high‑value sectors. We are excited to be investing in K3M as the team brings this rigorously validated, next‑generation technology into commercial deployment.”

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UKI2S, managed by Future Planet Capital, is a specialist early‑stage investor in UK innovation. Sakura Holloway, investment director at Future Planet Capital, said: “K3 Metrology is exactly the type of company our fund exists to invest in and support the growth of.

“The Metralis system has been co-designed, co-built and being actively tested by commercial partners in the advanced manufacturing sector, with the commitment of the founders to continue to iterate the solution to address industry pain points. We are proud to have identified the opportunity and support spinout creation from NPL, through to investing alongside the Development Bank and ParkWalk in this round.”

Mariposa

Dr David Howat, Mariposa; Duncan Gray and Harry George, Development Bank of Wales.

Cardiff-based Mariposa Therapeutics has secured £750,000 in seed funding to advance the development of a potential treatment for rare and painful genetic skin condition epidermolysis bullosa simplex (EBS).

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The investment was led by the Development Bank of Wales, which has committed up to £300,000 in equity from the Wales Technology Seed Fund. Co-investments have come from specialist rare disease charity DEBRA Research and the existing founders.

Mariposa will use the funds to undertake pre-clinical development of the drugMP5219 as a potential first disease-modifying therapy for EBS. The funding will support further studies as well as being used to secure scientific advice and early engagement with regulators.

EBS is a chronic, painful and potentially life-limiting genetic condition that causes the skin to blister and tear with the mildest friction or heat. There are no treatments that address the underlying cause.

MP5219 works by activating the expression of keratin 17 and other inducible keratins, restoring skin integrity and preventing blister formation. This approach has the potential to transform the lives of children and adults living with EBS by enabling normal mobility, extending life expectancy and offering the prospects of a life free from constant pain.

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It is estimated to affect around 1 in 125,000 people throughout the US and Europe and upwards of 500,000 people worldwide. The potential size of the market for a treatment, based on currently diagnosed patients with access to treatment centres, is in the region of £1 billion.

It is likely that MP5219 will receive orphan drug status, a special regulatory designation which offers a host of benefits including reduced fees for regulatory activities, tax credits for clinical trials and extended market exclusivity. Specialised regulatory assistance is also often made available.

With Cardiff-based Dr Lucy Sykes as chief scientific officer, Mariposa intends to establish a Cardiff-based research facility with laboratory space this year, following its next funding round, as well as to recruit scientific staff in Wales to support formulation development and future manufacturing activities.

CEO Dr David Howat has decades of experience has a chief development officer in numerous companies, and his skillset will be vital in progressing the preclinical development of Mariposa’s asset.

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Dr Howat said: “EBS is a devastating condition with no current disease-modifying treatment options. With this funding we can take MP5219 through preclinical development and build the foundations for clinical testing. We are committed to developing Mariposa as a Welsh company, and our longer-term vision is to establish a dedicated science base in Cardiff, creating high-value jobs and capabilities to support the next stages of development.

“The continued support of our founders and existing investors along with the backing of the development bank and DEBRA Research is a real vote of confidence in our potential to deliver a first-in-class treatment.”

Dr Martin Steiner, managing director at DEBRA Research, said: “Our investment in Mariposa exemplifies how impact capital can accelerate the translation of cutting-edge science into real hope for patients. EBS accounts for roughly 70% of all EB cases worldwide, yet there are still no treatments that address the root cause of the disease. We’re excited to support the development of MSP5219, which has the potential to become the first disease-modifying therapy for EBS, and to help bring it into the clinic, offering real, meaningful improvements for people living with this condition.”

Harry George, investment executive with the Development Bank of Wales. said; “This is an opportunity for an early-stage investment in a solution to a rare disease, which has the potential to achieve orphan drug status. Our investment provides the foundation for Mariposa to progress towards further funding that will drive the clinical development of a life-changing treatment. The backing of DEBRA is a strong endorsement of the company’s potential and reflects our commitment to working with co-investors to increase the flow of funding into Wales.”

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Elmatic

Elmatic is under new ownership.

One of the UK’s oldest manufacturers of industrial electric heating elements, Cardiff-based Elmatic, has been Swedish corporate giant NIBE Industrier AB.

Founded in 1949, Elmatic (Cardiff) Ltd has operated as a family-run business dedicated to producing custom-built heating solutions for diverse industries.

NIBE Industrier AB brings more than 70 years of international industry leadership, originating in Markaryd, Sweden, and expanding to become a global group with a focus on sustainable, energy-efficient heating, climate and control solutions.

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John Skalitzky, former owner of Elmatic (Cardiff) Ltd, “On behalf of my family and myself, we are reassured by the knowledge that Elmatic’s future will continue under the leadership of NIBE’s group of companies. I would like to thank the exceptional team of employees, who will continue their work in very capable hands.”

Following the acquisition, the value of which has not been disclosed, Elmatic will continue to operate with the same management team,

To support the transition and strengthen strategic alignment within the NIBE Element business area, Simon Ellam, managing director of Backer Heatrod and Heat Trace , will take on a chairman role supporting Elmatic’s leadership team. His extensive industry expertise and experience within NIBE Element’s UK operations will help guide Elmatic through its next chapter of growth.

Mr Ellam said “It’s clear that industrial heating technology has been at the heart of Elmatic’s strategy from the start and combining this core strength with both our UK and group capabilities will only go to strengthen the industrial heating solutions we can provide. John took the business on from his father and has continued to innovate from both a business and technology perspective ever since. I’m excited to learn from the team and to help guide Elmatic in the coming years.”

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Cardiff-based Gambit Corporate Finance acted as lead advisor to the shareholders of Elmatic on initiating, negotiating, structuring and project managing the transaction. The Gambit team comprised Frank Holmes (partner), Cen Thomas (director), Sean David (executive) and Leo Crawford (analyst).

Mr Skalitzky added, “I would like to thank the team at Gambit for their role in advising us throughout the transaction. From the inception of the process to completion, their commercial experience and guidance was invaluable and they took a “sleeves-rolled up” approach to supporting us every step of the way.”

Mr Thomas, director at Gambit, said: “Elmatic is a great example of a leading industrial business with a strong family heritage and its acquisition by NIBE provides a strong platform for its future growth. We are delighted to have advised the shareholders of Elmatic with this landmark transaction.”

Geldards provided legal advice to the shareholders and its team was led by Alex Butler, Mina Dimitrova (corporate) and Henry Bright (commercial property).

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Alesi Surgical

Cardiff-based surgical tech company Alesi Surgical, which is tackling surgical smoke in operating theatres, has successfully closed a £7m funding round that will support its growth plans.

The round was led by IW Capital and supported by existing shareholders, IP Group and Mercia Ventures.

Surgical smoke is produced in around 90% of procedures, of which there are an estimated 266 million each year. The smoke impairs surgeons’ visibility and exposes healthcare staff and patients to harmful aerosols and particulates.

Historically, adoption of smoke management solutions has been limited by cumbersome extraction systems that interrupt surgical workflow. But growing regulatory momentum – led by the US where 20 states have now passed regulation – is driving a shift towards smoke-free operating theatres becoming the standard of care.

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Alesi’s proprietary ultravision platform technology provides an innovative alternative to existing products. It uses electrostatic precipitation to actively remove smoke as it is generated rather than relying on suction and mechanical filtration.

The first-generation ultravision system has already been used in over 50,000 “keyhole” laparoscopic and robotic procedures in Europe, the US and Japan, and independent industry studies have shown that in laparoscopic surgery, smoke is removed from the atmosphere up to 225 times faster than competing technologies..

The funding will support international commercial expansion and further development of Alesi’s ultravision2 platform as regulation around smoke control tightens.

Dr Dominic Griffiths, founder and chief executive of Alesi Surgical, said: “Electrosurgical tools have transformed modern surgery but also generate surgical smoke that affects the quality and efficiency of surgery and poses risks to operating theatre staff. For years, available solutions have required trade-offs between effectiveness and workflow disruption, slowing adoption across the industry.

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“As awareness grows that smoke management is integral to surgical safety and efficiency, solutions that tackle smoke at its source, such as ultravision2 which is FDA-approved and CE-marked, are becoming increasingly important for supporting the next generation of minimally invasive and robotic procedures.”

Isobel Egemole, investment director at IW Capital, said: “Surgical smoke is becoming an increasingly important priority for hospitals with a need to address both visibility and safety in the operating room, supported by growing regulatory and compliance tailwinds. Solutions that integrate seamlessly into surgical workflows will define the next phase of adoption.

“Alesi Surgical offers a fundamentally different approach to smoke management that addresses the problem at its source. As the industry moves toward smoke-free operating theatres becoming the norm, Ultravision2 is well positioned to play a key role.”

Creo Medical

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Creo Medical

Chepstow-based medical devices firm Creo Medical has agreed a sale of its manufacturing operation as part of an ongoing efficiency drive. The deal, the value of which has not been disclosed, is expected to be finalised next month via a management buyout.

Creo, which specialises in devices in the emerging field of minimally invasive surgical endoscopy for pre-cancer and cancer patients, said that 25 staff will transfer over to new entity NewCo, which will become a third party manufacturer of Creo devices.

It said the manufacturing disposal is consistent with its strategy to pivot to a “lean, new product introduction company that designs, builds and tests medical devices that are then produced by third party partners.” Having considered various options, it added that a management buyout represented the best outsourcing option.

Peter Tomlinson, current chief operating officer at Creo and chief executive of NewCo, said: “his strategic decision marks an exciting new chapter for the Creo Medical operations team. Having developed the manufacturing capability within Creo, we see a clear opportunity to establish a focused, world-class medical device manufacturing and engineering business.

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“We will have the agility to invest, scale, and support a wide range of medical device innovators while continuing to serve as a trusted partner to Creo. Our ambition is to build a highly capable and globally competitive manufacturing platform for advanced medical technologies.

“We remain deeply committed to supporting Creo Medical’s growth and innovation, and the long-term partnership between our organisations will continue to be a cornerstone of our future.”

Creo’s chief executive Craig Guliford said: “We are extremely proud of the sophisticated manufacturing operation and talented team we have developed for our class leading products over the last few years which have enabled us to reach this point.

“Having looked at the options available for our outsourcing strategy, it became very clear that the capability within the operations team stands out in the UK peer group we evaluated. I am excited to see our volumes grow in the short term and working closely with Peter and the team as they embark on realising the growth potential in this area of the devices market.

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“This enables the team at Creo to focus on that which is unique to us, significantly differentiated product design, clinical application and sales execution through our sales channels with real traction and momentum.”

1st Accident Repair Centre

One of the UK’s largest motor vehicle repair businesses has been acquired in a management buyout.

The deal, for Cardiff-based 1st Choice Accident Repair Centre, the value of which has not been disclosed, has been part funded with an investment of £600,000 from UK Steel Enterprise.

The deal provides an equity exit for the Development Bank of Wales, which backed a previous MBO of the business in 2018. The development bank would not disclosed the return on its equity investment. 1st Choice has expanded significantly in recent years, including the opening of a 30,204 sq ft flagship facility in 2022 following a £975,000 Development Bank loan. The business now employs 37 people and has grown into a £5m operation.

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The newly completed MBO sees executive chairman Mervyn Ham – formerly non-executive chairman and principal advisor – lead a strengthened management structure. It also retains founding MBO lead Mike Summers, who brings over 45 years’ sector experience, who becomes a senior advisor to the board while retaining an equity stake.

Eight employees become shareholders. Joining Mr Ham and Mike Summers on the board are Calum Young, part of the original 2018 MBO team, along with Matthew Willecome, Joe Callaghan and Natalie Willecome.

Mr Ham said “1st Choice operates in a sector facing well‑documented pressures – rising repair costs, increasingly complex vehicle technology and the need for continuous investment in skills and performance standards. The business has consistently positioned itself at the forefront of these challenges through investment, strong governance and a commitment to high-quality repair excellence.

“Eight years on from the company’s first buy-out, today’s milestone signals continuity, confidence and a broader ownership model designed to support long-term resilience and growth.

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“As a shared‑ownership model, this deal blends the engagement and loyalty often seen in employee‑owned firms with the discipline and performance focus commonly associated with private equity-led structures.

“The development Bank has been an excellent partner over the past eight years, providing equity, debt and property finance that has helped drive 1st Choice’s growth. This MBO represents the next chapter – an opportunity for the management team and our employee shareholders to build on strong foundations and take the business forward with real ambition. Most of the team started as apprentices, and we are now fully committed to supporting them as owners.”

Michelle Noble, area manager at UKSE, said: “We’re delighted to support the management buy‑out at 1st Choice Accident Repair Centre. The team has demonstrated strong leadership, a clear growth strategy and an unwavering commitment to high‑quality service. Their continued investment in people, technology and operational excellence has positioned the business as a leading repair centre in the region. This transaction represents exactly the type of ambition UKSE aims to back a skilled local team building a resilient, future‑focused business with long‑term potential. We’re proud to play a part in their next chapter and look forward to seeing the company continue to grow and contribute to the local economy.”

Mark Halliday of the Development Bank of Wales said: “Our relationship with 1st Choice spans eight years and reflects the full breadth of what the Development Bank can offer – from equity to debt and property finance. The team has grown the business into a market‑leading operation, and this transaction marks a strong and successful exit for us. We’re proud to have supported their journey and wish the new management team every success as they take the business forward.”

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Airtel plans Rs 28,000 crore share swap: Deal with ICIL to raise parent’s stake in Airtel Africa & Mittal family’s stake in Airtel

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Airtel plans Rs 28,000 crore share swap: Deal with ICIL to raise parent’s stake in Airtel Africa & Mittal family’s stake in Airtel
Bharti Airtel’s board on Wednesday approved a ₹28,220 crore share-swap deal with Indian Continent Investment (ICIL) to raise its stake in UK-listed subsidiary Airtel Africa, while increasing ICIL’s holding in Bharti Airtel by about 2.3 percentage points in one of India’s largest related-party transactions.

ICIL is a Mauritius-based investment entity functioning as a family office investment vehicle for the Sunil Bharti Mittal family, a promoter group entity of Bharti Airtel. Analysts termed the move positive for Airtel, saying the Street had expected an all-cash transaction.

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That would have required the company to draw down its large cash reserves. Instead, the deal structure preserves cash while helping the Mittal family narrow the gap with another key promoter shareholder, Singtel Group.

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The transaction will also allow the Mittal family to consolidate investments in Bharti Airtel, potentially easing future fundraising through equity sales, analysts said. “Instead of Bharti paying cash (of ₹28,200 crore) to buy ICIL’s Africa stake, it is paying through newly issued shares and would consolidate Africa holding to 79%. There is 2.4% dilution for existing shareholders in India,” Bank of America said in a research report on Wednesday.


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Under the agreement, Airtel will issue about 146.7 million new shares at ₹1,923 apiece to ICIL through a preferential allotment. The issue price represents a 9.5% premium to the previous closing price before the May 13 relevant date.
In return, ICIL will transfer about 595.2 million Airtel Africa shares, representing its entire 16.31% stake in the African subsidiary. The shares will be acquired at an 11.6% discount to the last closing price before May 13. The transaction will increase Bharti Airtel’s stake in Airtel Africa to 79.04% from 62.73%, while ICIL’s stake in Bharti Airtel will rise to 3.25% from 0.95%, according to analysts.
Another analyst said the higher holding in Airtel Africa would help Bharti Airtel benefit from the subsidiary’s growth trajectory by boosting earnings per share and strengthening ownership of its African operations. “The board recognised that the transaction is in line with the objective of consolidating/strengthening shareholding in a strategic subsidiary. Apart from being cashless and leverage-neutral, the transaction is accretive to EPS (earnings per share) of Airtel India with additional earnings outweighing the dilution,” Airtel said in a statement to exchanges.

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Zayed International Airport Fully Operational on May 13 as Non-Traveler Shopping Initiative Boosts Hub

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Is Abu Dhabi Airport Open? Zayed International Airport Resumes Limited

ABU DHABIZayed International Airport, the bustling gateway formerly known as Abu Dhabi International Airport, is operating normally Wednesday with hundreds of flights scheduled, dispelling any rumors of a new opening while highlighting its innovative push to welcome non-travelers for shopping and exploration.

As of mid-morning May 13, 2026, the airport is handling arrivals and departures smoothly under clear skies, with Etihad Airways and partner carriers maintaining robust schedules to destinations across Europe, Asia and beyond. Live trackers show over 400 flights planned for the day, reflecting full recovery from earlier regional disruptions tied to Middle East tensions.

The facility, renamed Zayed International Airport in early 2024 to honor the UAE’s founding father, has emerged as one of the region’s most modern aviation landmarks. Its centerpiece Terminal A, which fully integrated operations in late 2023 after years of construction, continues to impress travelers with its vast scale, advanced technology and luxurious amenities.

Terminal A, a $3 billion masterpiece designed by Kohn Pedersen Fox, spans over 700,000 square meters and features seamless biometric processing, state-of-the-art baggage systems and expansive retail zones. The terminal can accommodate up to 45 million passengers annually in its current configuration, with ambitious expansion plans underway to reach 65 million by 2032.

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Abu Dhabi Airports recently launched a groundbreaking eight-week initiative allowing UAE residents and nationals to visit the terminal without a boarding pass. The “Shopping Pass” program, which began in mid-April, lets visitors register online for a digital QR code, granting up to four hours inside to browse duty-free luxury stores, dine at world-class restaurants and experience the airport’s architectural splendor.

This marks a first-of-its-kind move for a major Gulf hub, transforming the airport from a transit point into a lifestyle destination. Visitors can access high-end brands like Cartier, Chanel and Hermès at duty-free prices while enjoying the terminal’s soaring ceilings, art installations and comfortable lounges. Laptops and tablets are restricted during visits for security reasons.

The program responds to evolving post-pandemic travel patterns and aims to boost non-aeronautical revenue. Early feedback has been overwhelmingly positive, with families, shoppers and aviation enthusiasts flocking to the terminal during the trial period running through early June.

Zayed International Airport’s journey reflects Abu Dhabi’s broader aviation ambitions. Originally opened decades ago, the facility underwent a massive transformation with the Midfield Terminal (now Terminal A) project. Full transition of all airlines to the new terminal occurred by mid-November 2023, streamlining operations and elevating the passenger experience.

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Etihad Airways, the national carrier based at the airport, has steadily rebuilt its network. Following temporary airspace restrictions in February and March 2026 amid regional geopolitical tensions, operations resumed progressively. By early May, the airport had returned to near-normal capacity with Etihad operating dozens of daily flights to around 80 destinations.

Modern features define the passenger journey. Biometric gates speed up immigration and security, while advanced digital signage and mobile apps provide real-time updates. Sustainability efforts include energy-efficient systems and extensive use of recycled materials, aligning with the UAE’s green aviation goals.

The airport’s resilience shone through recent challenges. Widespread airspace closures in late February and early March due to heightened security concerns disrupted flights across the UAE. Limited operations resumed in March, with full normalization by May following the reopening of regional airspace.

Today, passengers enjoy smooth processing. Arrival and departure halls buzz with activity, and retail outlets report strong sales. The non-traveler access program has added vibrancy, with visitors mingling alongside actual flyers in shared public zones.

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Expansion remains on the horizon. Abu Dhabi Airports is developing a master plan for further growth, with construction potentially starting within two years. Plans include capacity increases and infrastructure upgrades to support Etihad’s fleet expansion and rising tourism numbers.

Connectivity benefits the wider economy. As Abu Dhabi’s primary international gateway, the airport supports tourism, business and cargo operations. Its strategic location enhances the UAE’s role as a global aviation hub between Europe, Asia and Africa.

For travelers today, standard procedures apply. Airlines recommend arriving with confirmed bookings and checking flight status amid any residual regional volatility. The airport’s website and app provide live updates, while dedicated staff assist with inquiries.

The non-traveler initiative underscores innovation in airport management. By opening doors to the public, Zayed International Airport positions itself as more than infrastructure — a community asset and experiential venue. Similar concepts could spread to other hubs seeking diversified revenue.

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Challenges persist in a competitive landscape. Dubai International Airport remains larger, but Abu Dhabi’s focus on premium service and Etihad partnerships carves a distinct niche. Passenger numbers have rebounded strongly in 2026, with forecasts pointing to continued growth.

As evening approaches on May 13, the terminal will continue welcoming both flyers and curious visitors under the Shopping Pass scheme. Its gleaming halls, efficient operations and forward-looking programs affirm Zayed International Airport’s status as a world-class facility fully open and thriving.

No grand reopening occurred today, but the airport’s ongoing evolution — from architectural marvel to accessible destination — keeps it at the forefront of global aviation trends. For residents and international visitors alike, it stands ready to impress, whether for a quick shopping excursion or the start of a journey across continents.

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Creating Scroll-Stopping Real Estate Reels That Sell Homes Faster

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Creating Scroll-Stopping Real Estate Reels That Sell Homes Faster

In the modern housing market, where technology is at the forefront, it’s not uncommon for homebuyers to find their dream home on social media before ever making an appointment to view it in person.

While browsing through social media, homebuyers may come across dozens of listings, but only a few stand out from the rest. That is where short-form video reels come in handy.

With Pippit and its AI video generator, homebuyers can now become the stars of their very own video reels, making their home listings look dynamic and engaging. Instead of using images or written descriptions, homebuyers can use video reels to bring their homes to life in just a few seconds, giving them a better idea of what it’s like to be in their home.

The outcome is quite simple: homebuyers are engaging, interested, and ready to buy.

Why short-form reels are transforming real estate marketing

Homebuyers may find dozens of listings on the internet, but only a few stand out from the rest. While homebuyers are browsing through dozens of listings, video reels are giving them a better idea of what it’s like to be in their home, making them engage, interested, and ready to buy.

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Short-form video reels help change this. By utilizing movement, music, and storytelling, video reels establish a connection with viewers that static photos cannot replicate.

What reels allow agents to show

  • The flow from one room to another
  • The change in lighting from room to room
  • The outdoors from within the property
  • Lifestyle shots that help buyers envision themselves in the property

These help build a more engaging experience for a listing property.

The power of the first three seconds

Real estate video reels must grab viewers’ attention from the very beginning. People consume a lot of content on social media sites, so they scroll through content fast. Therefore, the first moment of a video must be impactful enough for viewers to stop scrolling and watch the video.

A hook for a real estate video can be something as impactful as revealing a stunning room, such as a living room, or a stunning view from above the property, or a unique feature in a property’s design.

Examples of attention-grabbing opening scenes

  • A fast reveal of a luxury kitchen island
  • A seamless transition from the front door to the living space
  • A drone shot focusing on the property’s surroundings
  • A before-and-after renovation video

These moments immediately communicate value and excitement.

Turning property features into visual stories

Every property has unique features that may be used as storytelling in the reel. Rather than presenting these features individually, real estate videos may feature these as part of a story.

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For instance, the reel may begin with a shot of morning coffee in the kitchen, followed by another shot of a well-lit home office, and then another shot of relaxing in the backyard.

Lifestyle moments that resonate with buyers

  • Preparing coffee in a sunlit kitchen
  • Working comfortably in a dedicated office space
  • Relaxing in a cozy living room
  • Enjoying the sunset from a balcony or garden

These are storytelling moments that turn property videos into experiences.

Why video content helps homes sell faster

Today’s home buyers are likely to look at properties online before reaching out to agents.

As the viewer interacts with the reel, it increases their chances of remembering the property and also sharing it with others. Moreover, social media algorithms favor videos, so these reels have greater chances of reaching a larger audience.

Thus, it increases their chances of receiving more inquiries and making faster sales.

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How AI tools simplify real estate video creation

Previously, creating professional videos for properties involved using advanced video editing tools or hiring professionals to create videos for agents. However, with the introduction of AI tools, it is now much simpler.

Agents can use a free AI video generator tool to create videos by uploading images, videos, and property details, which will then create a draft video for the agent.

Agents no longer need to spend hours editing videos using these tools but can simply focus on capturing high-quality images for their videos.

From property photos to engaging real estate reels with Pippit

Pippit is another tool that simplifies creating engaging videos from property photos and videos for agents to use on social media platforms.

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Step 1: input any property link, media, or photo

To begin, select “Video generator” from the left-hand side menu in Pippit. You can input your idea, paste a link to the property listing, or add media such as photos, a PDF, or a video tour of the home. Next, click “Generate.”

Pippit will automatically generate video drafts based on the media added.

Step 2: Personalize your video

Pippit displays the chosen media and property details in a video format after generating the video using the media uploaded in the previous step. You can select your video style and customize settings such as avatar, voice, ratio, language, and length.

In the video editor, you can customize the video reel by adjusting video clips, text overlays that highlight features, transitions, visual effects, and background music.

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Step 3: Save the video

When the video is ready, click “Export.” You can also publish the video reel directly to social media platforms like TikTok, Facebook, or Instagram, or save it for later use. This way, agents can promote their listings on multiple platforms without needing to edit the video again.

Creative reel ideas for real estate agents

Some creative reel ideas that can be employed by real estate agents include:

  1. Property walkthrough highlights

Short videos can be used to create quick transitions between rooms to show the overall layout of the property.

  1. Neighborhood lifestyle clips

Videos can be used to show the lifestyle that is offered by the property’s neighborhood.

  1. Transformation and staging reels

Videos can be used to show the transformation that is possible with the property.

  1. Quick feature showcases

Videos can be used to show the features that the property has.

These types of videos can be used to keep the content fresh and interesting while catering to the interests of different types of customers.

Building a recognizable real estate video style

A big part of the success of any real estate video marketing campaign is the element of familiarity that is built into it. This is because, over time, the audience becomes accustomed to the style and is able to recognize it as that of the real estate agent.

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By using the same style and type of video across multiple reels, the real estate agent is able to create a recognizable style that is associated with them.

Turning social media engagement into real buyers

Not only do engaging reels entertain, but they also inspire action. An engaging video on real estate can inspire potential buyers to learn more.

Adding a call to action in the video, such as asking the viewer to schedule a showing or visit the listing page, can also help convert potential buyers into actual buyers.

When engaging reels are informative, visually engaging, and easy to share, they can be great tools for attracting potential buyers.

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Why High-Traffic Campaigns Fail to Convert

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Local search has moved far beyond simple directory listings and Google Maps pins. Most consumers now research local businesses online before visiting, and the majority make purchasing decisions within a day of their search.

Here’s a question worth sitting with: Does your team use AI, or does your marketing actually run on AI?

There’s a difference. A big one. And most brands, if they’re being honest, fall into the second camp — AI-adjacent, not AI-ready.

That’s not an insult. It’s just where most teams are right now. They’ve added a few tools, automated some emails, and maybe plugged in a chatbot. But the strategy underneath? Still manual, slow, and built for a world that no longer exists.

The team at Moindes Limited has spent a lot of time in the trenches of performance marketing and conversion rate optimization, watching how companies handle this gap. Some close it fast. Others keep buying new tools and wondering why nothing changes. The difference usually comes down to one thing: foundations.

What “AI-Adjacent” Actually Looks Like

AI-adjacent companies aren’t doing nothing. That’s the tricky part. They often look modern from the outside.

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They might be using an AI copywriting tool to speed up content drafts. They’ve got an automated email sequence running. Someone on the team tried a predictive analytics dashboard once. There are widgets, integrations, and plugins.

But none of it is connected. None of it feeds into a decision-making loop. The AI is decorating the existing process — it’s not changing it.

The Symptom That Gives It Away

The clearest sign of an AI-adjacent setup? The team still makes the same decisions the same way. They just make them faster because a tool sped up one part of the process.

Moindes team claims that real AI-readiness looks different. Decisions get better because the system is learning. Campaigns adjust automatically based on what’s working. Creative testing doesn’t wait for a weekly review meeting — it runs and updates in near real-time.

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This is a pattern the agency often points to: companies invest in AI tooling before they’ve sorted out their data. No clean data means no meaningful AI output. Garbage in, garbage out — except now it’s garbage coming out faster and looking more polished.

The Four Pillars Moindes Limited Uses to Assess AI-Readiness

When the specialists at Moindes work with brands to optimize performance, they ask four questions before recommending any AI integration. Think of it as a diagnostic, not a checklist.

1. Data Quality and Accessibility

Can the AI actually learn from what you have? This means: is the data clean, current, structured, and accessible across systems? Many companies have data — lots of it — siloed in six different platforms that don’t talk to each other.

Before automation can work, this has to be solved. IBM research found that poor data quality costs businesses an average of $12.9 million per year, which makes the “boring” work of data hygiene anything but boring. It’s unglamorous, but it’s the foundation.

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2. Process Clarity

AI can optimize a process. It can’t invent one. If the current workflow is messy or undefined, automating it just makes the mess faster.

Moindes Limited’s approach here is to map out every touchpoint in a campaign, from first impression to conversion, before introducing automation. The clearer the process, the more leverage the AI can actually provide.

3. Team Fluency

This one gets skipped most often. Does the marketing team understand what the AI is doing well enough to catch it when it’s wrong?

AI tools make mistakes. They optimize for the wrong metric. They miss context. A team that doesn’t understand how the system works will just trust the output, and that’s where campaigns go sideways in interesting ways.

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Experts at Moindes see this as a training gap, not a tech gap. The tools are usually fine. Humans need more time with them.

4. Testing Infrastructure

AI gets better when it has structured experiments to learn from. If a brand isn’t running consistent A/B tests or multivariate experiments, the AI is essentially guessing.

Conversion rate optimization and AI go hand in hand for this reason. CRO creates the test environment that gives AI something real to optimize against.

AI-Readiness vs. AI-Adjacent: A Side-by-Side Look

The table below captures what Moindes Limited typically sees when comparing brands at different stages of the spectrum.

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Area AI-Adjacent AI-Ready
Data Siloed, partially tracked Unified, clean, and accessible
Processes Manual with AI shortcuts Defined workflows with embedded automation
Testing Ad hoc or occasional Ongoing and structured
Team knowledge Uses outputs without questioning them Understands how outputs are generated
Decision-making AI speeds up existing decisions AI changes what decisions get made
Performance feedback Weekly or monthly review Continuous and automated

The gap between the left and right columns isn’t just a technological one — it’s an organizational one.

Where the Real Leverage Is (and Where Companies Keep Missing It)

The Conversion Layer

Most brands focus AI efforts at the top of the funnel — content generation, ad targeting, and audience segmentation. That’s reasonable. But Moindes Limited notes that the biggest unrealized gains are usually sitting in the conversion layer.

Small changes to landing page copy, button placement, form structure, or email timing — when informed by behavioral data and tested systematically — move numbers far more than another round of ad spend optimization.

Automation That Earns Trust

There’s a version of automation that feels like spam and a version that feels like relevance. The difference is almost entirely in the data layer.

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When an automated outreach sequence is built on real behavioral signals — what someone clicked, what they downloaded, how long they stayed on a page — it doesn’t feel automated to the person receiving it. It feels like the brand is paying attention.

The team builds campaigns with this in mind. The automation is in the engine. The experience should feel human.

The Honest Assessment Most Brands Need

Here’s what the team at Moindes Limited has found after working across dozens of performance marketing engagements: most companies don’t need more AI tools. They need fewer, better-used ones.

The instinct when performance dips is to add something. A new attribution tool. A different email platform. Another analytics layer. But adding more complexity to a system that’s already unclear tends to make things worse.

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The smarter move — and the harder one — is to strip back to the essentials, get the data right, and define the process clearly. Every Moindes Limited omnichannel strategy rundown points to the same conclusion: AI works best when it’s the last layer added, not the first.

That’s AI-readiness. Not the number of tools in the stack. Not the sophistication of the dashboard. Whether the system is learning, adapting, and actually improving outcomes — that’s the only metric that matters.

A Practical Starting Point

For brands trying to move from AI-adjacent to AI-ready, Moindes suggests starting with one question: Where does the biggest decision bottleneck live in your current marketing process?

Find that bottleneck. Map what data exists around it. Clean that data. Define what a good outcome looks like. Then, and only then, introduce automation.

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It’s less exciting than buying a new platform. It’s also what actually works.

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Applied Energetics president & CEO Donaghey sells $15,000 of stock

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Applied Energetics president & CEO Donaghey sells $15,000 of stock

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Uniti Group Inc. 2026 Q1 – Results – Earnings Call Presentation (NASDAQ:UNIT) 2026-05-13

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OneWater Marine Inc. (ONEW) Q1 2026 Earnings Call Transcript

This article was written by

Seeking Alpha’s transcripts team is responsible for the development of all of our transcript-related projects. We currently publish thousands of quarterly earnings calls per quarter on our site and are continuing to grow and expand our coverage. The purpose of this profile is to allow us to share with our readers new transcript-related developments. Thanks, SA Transcripts Team

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