Building a homegrown design brand in today’s environment comes with both opportunity and complexity. Home grown SMEs are staying close to production, sourcing, and logistics whilst disruption impacts global supply chains.
I speak to local business owner, Benoît Rondard, Founder of Yla based in Jebel Ali Port: one of the prime targets of Iranian attacks since the 28 February.
Impacts on SME Operations
For some, the impact of the war is affecting financial discipline.
“They have made us even more disciplined in how we operate. We stay very close to production, sourcing, logistics, and client communication because in uncertain periods even minor disruptions can have a wider effect. Resilience is not only about reacting well, but about creating a business that can keep moving with clarity even when the external environment becomes more complex,” says Benoît Rondard, Founder of Yla.
Managing Local Supply Chains
Firms founded locally are vulnerable to supply chain disruption yet are often more agile than those dependent on international supply chains.
“Because we produce locally in Jebel Ali, we have direct visibility over quality, technical decisions, and timing. That gives us more control and allows us to respond quickly when conditions change. At a time when supply chains can shift very quickly, this model is a real advantage.
It allows us to stay flexible, protect the integrity of the product, and give clients greater confidence in execution,” says the entrepreneur.
Supporting Local Suppliers, Partners, and the Wider Ecosystem
For SME owners, support often starts with consistency.
“We continue working with local suppliers and specialist partners wherever possible and we approach those relationships with a long-term view. That means realistic planning, continuity of work, and clear communication. During uncertain periods, simply being a reliable partner matters a great deal.
In each business, we are part of a wider network of manufacturers, suppliers, and creative collaborators in Dubai and I believe that ecosystem becomes stronger when businesses remain active, committed, and focused on quality,” he said.
Client Behaviour
Clients of the SME are becoming more cautious and more selective.
“There is greater attention on durability, execution, and whether a partner can deliver with consistency. We have also seen the situation affect the season more broadly, with events being cancelled or postponed, as happened for many businesses.”
That naturally changes how people discover brands and how conversations begin.
Yet the firm is continuing to welcome factory visits and private appointments, and that has become even more important. It gives people a clear understanding of the product, the material, and the production quality behind it.
Confidence Hit
The first impact for SMEs is usually ‘confidence.’
“Even when operations remain stable, the market can become more cautious which affects planning, approvals, and timing. In practical terms, we have felt that more as a change in pace than as a direct disruption to the business itself. When conditions shift, my first priorities are always people, continuity, and communication. I look at the stability of production, coordination with suppliers, and close contact with clients and partners,” says Rondard.
He aims to keep the business steady and not allow uncertainty alone to create unnecessary hesitation.
Strong Signs of Long-Term Confidence
Rondard continues to see strong long-term opportunity in the UAE and the wider region.
“What gives confidence is that the investment here is structural. It is visible across architecture, hospitality, culture, infrastructure, and the broader ambition to build a lasting design identity.”
The UAE has shown, repeatedly, that it does not stop thinking long term when conditions become more difficult. That mindset creates real confidence for businesses like ours.
“For SMEs, this matters enormously. We are building locally, producing locally, and growing within an environment that continues to support quality, innovation and serious ambition.”
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