One of Emerson's main aims is to convince companies and, more widely, governments, of the importance of focusing on human capital and show them the benefits of adopting such a strategy. "It is important to see how important this (philosophy) is, he says, and "make it real in virgin markets."

This focus is a core part of Emerson's strategy, for "virgin" markets are where old ideas are less entrenched and new ideas are more likely to be embraced. "We go to virgin markets. We go to markets where people want to mould themselves and believe in ideas," he says, adding: "We believe we can change the dynamics of how companies are set up." He also asserts: "Human capital is meaningless and valueless to some companies."

It could be argued that Dubai, at least, has already switched onto the fact that people matter, hence its focus on building a knowledge economy and emphasis on education. In contrast, however, real estate appears to have become the backbone to, and even the driver of, the economy. Malki encourages governments in the region to look beyond real estate as the engine of growth. "I think it would be a wrong approach to use real estate. It should be a support function, it is not a driver," he says.

The UAE's recent pace of economic growth has encouraged many companies across all sectors to set up business in the region. This means there are many opportunities for strategy consulting firms like Emerson to get a foothold in the market and establish a reputation.

But Emerson is not only interested in Dubai and Abu Dhabi but in other emirates as well, whose governments are still formulating ideas on the best way to optimise their use of resources for future benefit.   Emerson also emphasises the role of "innovative strategising" and adopting a "differentiated approach to management thinking". This, according to the firm's literature, "could prove to be the difference between consolidation and survival". It also prides itself on providing "customised" solutions.