Over the last quarter of a century, the Middle East has disrupted, improved and diversified global tourism, financial markets, logistics, transportation, sport and more.
The question is whether its leaders recognise that the opportunity in front of them extends far beyond sport.
The international thoroughbred industry may soon start to feel a shift in gravity. That is not a speculative observation. Nor is it a promise of change in 12 or 24 months. What it is, is a conclusion drawn from the convergence of three realities: a sport in structural decline in its traditional heartlands; a region uniquely positioned to offer what that sport has so far failed to build; and a generation of leaders with both the appetite and the means to act.
The Gulf will be best served establishing a commercially viable model that is culturally and socially relevant to its domestic audience. Its personality needs to be relevant to its people and their needs above all else.
A Sport at an Inflection Point
Horse racing's difficulties in the United States, Britain, Europe and parts of Asia are not a temporary commercial inconvenience. They are structural, and they are compounding.
The shadow of black-market gambling is growing at such an exponential rate it is challenging to accurately quantify its impact. What is undeniable is that it is sucking much needed revenues from betting-centric business models the world over and the current response is turning fans sour.
A 2021 report issued by the United Nations Office on Drugs and Crime estimated global illegal sports betting at between USD800 billion – USD2 trillion. In 2025, the American Gaming Association estimated Americans wagered "$673 billion annually in illegal and unregulated markets." In 2026, Winfried Engelbrecht-Bresges, Chair of the International Federation of Horseracing Authority and CEO of the Hong Kong Jockey Club said: "Illegal wagering is rampant; its growth is exponential."
The scale of the problem is cancerous. This is the erosion of a revenue stream that can make up to 60% or 70% of annual revenues.
New facilities must be central components of the ecosystem of a community and a city, contributing value every day — not merely on race day.
In the United States, the squeeze on income generation has seen almost 40 racetracks close since 2000, including Hollywood Park (75 years in operation), Arlington Park (94 years) and Golden Gate Fields (82 years). In Britain, prizemoney stagnation remains shameful. In 2025, France cut €20 million from prizemoney. In Ireland debate rages about flagging prizemoney competitiveness and overreliance on government funding.
The Strategic Advantage the Gulf Already Holds
The Gulf States have demonstrated an increasing willingness to fast-track change and a capacity to innovate that few regions can match. The Kingdom of Saudi Arabia, Qatar, UAE, Bahrain and Oman are driving massive economic, social and environmental shifts. Saudi Arabia is scaling Riyadh Air faster than any other carrier in the world, and the region is preparing for the 2027 AFC Asian Cup, 2029 Asian Winter Games and 2034 FIFA World Cup.
Freed from the inflexibility of a betting-centric framework, the Gulf has the capacity to move fastest to lead in the adaptation that horse racing clearly needs. New facilities can avoid the mistakes seen in established centres — they must be more than sites for one-day-a-week racing, they must be part of the ecosystem of a community and a city.
The Leadership Is Already in Place
Horse racing is not about horses. It is about people. The demands of wagering often cloud this fact. Connections must be made between human talent and the fan base.
UAE: The innovation and absolute refusal of HH Sheikh Mohammed Bin Rashid Al Maktoum to accept the status quo has transformed Dubai and internationalized horse racing. Through Meydan and the Dubai World Cup, he built a connection between high-profile events and marketed Emirates Airlines with his runners.
Qatar: Emir HH Tamim bin Hamad Al Thani, Sheikh Fahad A Al-Thani and Sheikh Joaan bin Hamad Al Thani are high-profile patrons with international mindsets. Their continuing successes on the world stage should amplify domestically.
Kingdom of Saudi Arabia: Under HRH Mohammed bin Salman, sport is not only one of the commercial levers to grow the economy — it is a driver of wellbeing and social change, and a platform to inspire a nation with two-thirds of its population under 30. The level of investment in the Saudi Cup and Qiddiya Racecourse confirms that horse racing is a priority sport.
Bahrain: A growing international profile is being quietly reinforced by the racing interests of Shaikh Nasser bin Hamad Al Khalifa and Shaikh Khalid bin Hamad Al Khalifa, whose recent activity at British and French bloodstock sales signals serious intent.
Oman: The approach is different and deliberately so. Oman's focus remains on honouring the pure Arabian. HH Sayyid bin Harib bin Thuwaini Al Said demonstrated the passion clearly at the 2026 Dubai World Cup when Falaah secured a historic win in the Dubai Kahayla Classic.
Look Outside. Create Your Own Path.
As a non-wagering region, the Gulf must not work from an outdated template built to service wagering-centric nations. Creating active fan engagement is a non-negotiable. The digital presence of Middle Eastern racing is almost non-existent compared to peer sports.
Look to the WNBA — athlete-driven content has been transformational. Golf's Creator Classic spiked viewership at two million and is attracting new demographics to the PGA Tour. The sport should also find commonality with the Esport tsunami — 67% of Saudi Arabia's population are gamers.
Lessons from Netflix's Drive to Survive are a must. The programme hasn't invented F1 racing or created new events. It tells stories and, in doing so, has created connections with a fan base in a way rarely seen:
Comment
The Gulf hosts the biggest purses and attracts the biggest owners, players and personalities. It houses world class facilities, has financial might, visionary leadership and high-profile patrons like few others. That's box office potential. That's genuine capability to lead a renaissance.
The question is intention.
No one nation can thrive in isolation and geopolitics will need to be overcome. Leaders who understand the commercial value of this will execute and that nation enjoy benefits that scale beyond their industry.
Those that don't, will watch on and miss out.