As the workforce landscape in the region shifts due to digital transformation, technological restructuring, and integration, workers in the Middle East are gaining the courage and tools to start their own entrepreneurial ventures, vying to work independently rather than in corporate spaces.

A report by Carta shows rapid growth in solo entrepreneurship in the region, with the share of new startups with a solo founder increasing from 23.7% to 36.3% between 2019 and 2025. A Deloitte report indicates that solo entrepreneurship is on the rise in the Middle East, fueled by lower entry barriers and the growing adoption of digital-first business models.

A DRIVING FORCE

Jody Shield, Founder of Visionary Entrepreneuress, says the driving force behind the growing preference of workers to be independent is not necessarily a desire to work alone, but a “refusal to work misaligned.” 

She explains that traditional organizations are often built on predictability, control and compliance, rewarding endurance and output over discernment and clarity. 

“For many ambitious, globally minded individuals in the Middle East, these models feel increasingly outdated, particularly in fast-growth environments like Dubai where speed and adaptability matter.”

Shield notes that independent work offers something far more valuable than flexibility. “It offers sovereignty. The ability to make decisions without dilution, to work in rhythm rather than under constant surveillance, and to take direct ownership of outcomes.”

“People are no longer willing to outsource their authority to institutions that don’t reflect how they want to live or lead. Solopreneurship becomes less about isolation and more about precision, choosing how, when, and where your energy is best deployed.”

Zeta Yarwood, CEO & Founder of Zeta Yarwood Coaching, similarly notes people’s fatigue in corporate environments that entail rigid hierarchies, politics, long hours, and a sense of being easily disposable. 

“In many organizations, especially in the region, autonomy is limited and decision-making is slow.”

The digital integration across every facet of a workspace has worsened corporate culture in some respects, Yarwood explains. “People are expected to be ‘on’ all the time, even outside working hours, and the boundary between work and life has largely disappeared.”

She cites data from World Population Review showing that the UAE ranks fifth globally in hours worked per week, averaging close to 50 hours. 

“That level of intensity takes a real toll over time, particularly if you are not passionate about what you are doing or are working in an unhealthy environment.”

Yarwood says COVID has triggered a major shift in values, forcing people to confront what actually matters to them. For many, job security and money stopped feeling like enough on their own. 

“People are realizing that if they are going to work this hard, they want more control over how and why they do it. There is also a growing disconnect between effort and reward. Many professionals feel they are giving more and getting less in return, whether that is pay, progression, or flexibility.”

She notes that at the same time, a powerful narrative is being sold, often marketing entrepreneurship as freedom, flexibility, and unlimited earnings, appealing especially to those feeling burnt out or trapped in restrictive jobs. 

However, she explains that while going solo can offer control, the reality is more complex: the UAE reports a roughly 70% business failure rate, and many solopreneurs face longer hours, greater risk, and higher pressure than in corporate roles.

Ola ElKelany, People and Culture Consultant, similarly notes the hand that the pandemic disruption played into people’s strategic career decisions. “Across the region, professionals are not simply leaving jobs—they are redesigning the way they engage with work entirely.”

El Kelany emphasizes the role of digital access in removing geographic limits and increasing accessibility. “The barriers to entry for independent work have significantly decreased. Remote platforms, cross-border payment solutions, and global talent marketplaces now allow professionals in Egypt, the UAE, KSA, and beyond to serve international clients without relocation and to compete in global markets that are increasingly ready to work with Middle Eastern calibers on equal footing with local talent.”

She explains that the rise of remote work has allowed many professionals to experience a level of freedom they had never known before, leading employees to value aspects of life that were not always prioritized within corporate structures.

“Job security and the psychological contract between employers and employees have also changed. Layoffs, restructuring, and economic volatility have made stability feel less guaranteed. As a result, professionals are increasingly asking: if security is uncertain anyway, why not build something of my own?”

ECONOMIC FACTORS

Yarwood states that economic factors are central to this shift, but not in the simplistic “people want more money” way. 

She explains that for many, working independently is more about reducing dependence than about chasing freedom. As the cost of living rapidly outpaces salaries, the promise of long-term job security dwindles, and layoffs, restructures, and short-term contracts increase, people are realizing that loyalty is rarely rewarded and that permanent roles are no longer permanent in any meaningful sense.

“Relying on a single employer now feels riskier than managing multiple income streams. Diversification feels safer than employment. Solopreneurship becomes a form of self-insurance rather than an act of rebellion. That distinction matters because it explains why people are willing to accept uncertainty in exchange for control.”

Similarly, Shield notes that while economic factors matter, they’re not the primary driver. “Rising living costs and global uncertainty have simply highlighted something many already sensed: traditional employment no longer guarantees stability.”

“Solopreneurship offers income diversification and, more importantly, strategic leverage. Individuals can scale earning potential, pivot quickly, and respond to opportunity without waiting for permission. For many, this feels more secure than relying on a single employer or linear career path.”

DIGITAL INFLUENCE

Yarwood notes that digital platforms, the rise of remote work and AI tools have led to the rise of solo entrepreneurship. 

“Digital platforms offer visibility, administrative support, and a sense of legitimacy without needing a large organisation behind you. However, they have not made it easier to secure or win business. That distinction matters. Being visible is not the same as being chosen.”

She explains that while remote work enables access to clients worldwide, it also intensifies global competition, putting pressure on rates as expectations rise and margins tighten. Although AI tools can lower operational costs and support leaner structures, they do not eliminate risk or uncertainty. Operating solo may be more accessible, but sustaining consistent work remains a significant commercial challenge.

Shield says digital platforms have led to the collapse of certain barriers. 

“Digital platforms remove the need for large teams or physical infrastructure. Remote work has normalised global collaboration. AI tools now handle tasks that once required entire departments, from research and administration to content and operations.”

Shield states that the real shift is leverage, with individuals now able to operate with the capacity of a small organisation, using technology to reduce friction while preserving what only humans can bring.

“The most successful solopreneurs are not handing their power to AI. They are using it selectively, as an assistant rather than a decision-maker, so they can focus on strategy, innovation, and high-level thinking. Technology amplifies human intelligence best when it supports, rather than replaces, it.”

LONG-TERM SUSTAINABILITY

ElKelany discusses changes essential to making solo work more sustainable in the long run, starting with simplified licensing models, affordable freelancer visas, and clearer tax frameworks. “This would lower entry barriers and reduce uncertainty. We have already seen several European countries introduce specific visa products designed for digital nomads who work internationally, enabling them to relocate and expand their professional exposure.”

She explains that social security systems must evolve as well. For independent workers to see increased long-term viability, access to healthcare, retirement schemes, and income protection plans must evolve.

“Organizations, too, need to evolve toward blended workforce strategies integrating consultants and project-based specialists into their operating models rather than viewing them as external exceptions. This approach would support healthier growth for this category of professionals.”

She adds that long-term sustainability demands more than technical skill. Solopreneurs must actively build their personal brand, strengthen their reputation, grow strategic networks, and develop a distinct portfolio that sets them apart in competitive markets.

Shield says reducing friction is essential in making solo work more sustainable. 

“In the UAE, the biggest issue is structural cost and pressure. Licensing fees, visa costs, healthcare, and renewal cycles mean solo workers start from a position of constant financial obligation,” she states. “That pushes people into short-term decision-making and makes it harder to build something stable over time. Lower-cost, longer-term licensing and residency options would make a real difference.”

Shield says a second challenge lies in how income volatility is treated. While solo workers can earn well, their income is often uneven, particularly in the UAE, where demand fluctuates in response to global events. 

Yet many financial systems remain structured around fixed monthly salaries, making it harder for independent workers to rent property, access finance, or plan for the long term. She argues that more flexible income assessment models would better reflect how solopreneurs actually earn, making solo work more sustainable in practice.