Among the most pressing challenges facing policymakers and business leaders across the Middle East and North Africa (MENA) is creating high-quality jobs for the region’s young and growing population. By 2050, nearly 300 million young people in MENA are expected to be seeking employment, according to the World Bank. Meeting a challenge of this scale will require more than creating jobs at the margins. It will require stronger private-sector growth that raises productivity, supports economic diversification and enables companies to scale across competitive industries.

Repeated geopolitical shocks have exposed and exacerbated pre-existing vulnerabilities, not only in fragile economies but also across the historically more stable Gulf Cooperation Council (GCC) countries. Addressing the region’s economic challenges will require more than macroeconomic or public-sector reforms. Its longer-term development — including reconstruction and economic recovery in conflict-affected countries — will also depend on unlocking the potential of businesses that can become engines of job creation and catalysts for regional and global competitiveness.

The region’s challenge is not simply a shortage of capital. It is also the absence, in many markets, of the platforms, institutions and enabling environments needed to channel that capital toward scalable businesses and commercially sustainable opportunities. Ultimately, the next phase of MENA’s economic growth will be defined not only by how much capital the region attracts, but by how effectively that capital is converted into productive capacity, competitive businesses and high-quality jobs.

MENA has no shortage of entrepreneurial talent or ambitious businesses across sectors, sizes and stages of growth. Venture capital has become an important source of financing for the region’s early-stage technology and tech-enabled startups. Yet a financing gap remains for established, medium-sized businesses that need growth capital, stronger governance and operational support to expand across markets. This is where private equity can play a much larger role, helping promising local businesses develop into regional champions and drivers of economic growth.

Beyond dealmaking

Private equity is often reduced to financial engineering: buying, restructuring and eventually selling privately held companies to generate returns for investors. But its potential economic contribution extends well beyond the transaction itself.

Growth-orientated private equity can provide longer-term capital while helping management teams improve operations, strengthen governance, build institutional capabilities, enter new markets and invest in productivity and innovation. For medium-sized businesses, this combination of capital and operational support can help overcome barriers to scale that bank lending or venture capital alone may not address.

That impact is not automatic. It depends on the investment horizon, capital structure and approach of the investor. But when capital is paired with operating discipline and a credible long-term growth strategy, private equity can help companies make the transition from successful local businesses to competitive regional enterprises.

Private equity is not new to MENA. Over the past two decades, the region has seen the emergence of increasingly sophisticated private equity investors, supported by institutional investors, sovereign wealth funds and family offices. According to MAGNiTT, disclosed private equity activity in MENA totalled $27.6 billion across 356 deals from 2020 to 2024. The UAE accounted for the largest share of transactions, while Saudi Arabia became an increasingly important market; together, the two countries accounted for 68% of regional private equity transactions over the five-year period.

These figures illustrate the growing role of private capital in financing businesses across sectors that will help shape the region’s economic future, including health care, financial services, logistics, manufacturing and energy.

Yet private equity activity remains heavily concentrated in the region’s largest and most developed investment markets. The question, then, is not whether private equity can work in MENA. It is how it can be deployed more broadly to support economic revival, deepen regional integration and generate development impact in markets where growth capital remains scarce.

Small and medium-sized enterprises make up the vast majority of formal-sector businesses across MENA. Helping the most promising among them become more productive and competitive can therefore be a powerful tool for job creation and economic growth.

This is particularly relevant in fragile economies such as Palestine, Syria and Lebanon, where businesses often face limited access to growth capital, fragmented ownership structures and weak links to regional and international markets. Strategically deployed private equity can help address some of these bottlenecks through recapitalisation, stronger corporate governance, consolidation, market expansion and access to regional networks.

Private equity’s multiyear investment horizon can also be particularly relevant for economies seeking to move toward higher-productivity and more export-orientated models of growth. But its success should ultimately be measured less by deal count or the volume of capital deployed than by whether those investments result in stronger companies, greater productivity and sustainable employment.

Building more integrated ecosystems

Strong investment ecosystems are built when governments, development finance institutions, sovereign wealth funds, local fund managers, entrepreneurs and institutional investors play complementary roles in reducing barriers and directing financial and technical resources toward productive businesses.

This is where private equity fits into the broader regional picture: as a bridge between large pools of capital and companies with the potential to scale.

Governments have a central role in creating the conditions that make this possible, from predictable regulation and investor protection to effective insolvency frameworks, competition policy and cross-border trade. But public investment cannot substitute for private risk capital, particularly the growth financing companies need to expand into new markets and industries.

Development finance institutions such as the International Finance Corporation (IFC) and the European Bank for Reconstruction and Development (EBRD) increasingly combine direct financing with blended finance, risk-sharing and private-capital mobilisation tools designed to make investment possible in markets or projects that might otherwise struggle to attract commercial capital.

These tools become particularly important in fragile economies, where the risk-return profile can deter institutional investors. Blended-finance structures, guarantees, risk-sharing facilities and co-investment platforms with credible local partners can lower some of those barriers and help create a pipeline of investable opportunities with clearer governance and exit pathways.

Regional sovereign wealth funds can play a similar catalytic role by acting as anchor investors, reducing perceived risk and attracting global institutional capital.

A recent example is Brookfield’s July 2026 first close of Brookfield Middle East Partners, a PIF-anchored private equity fund that raised approximately $2 billion from the Public Investment Fund and other global and regional institutional investors. The fund will target buyouts and growth investments across the Middle East, with a focus on the GCC and a goal of allocating 50% of its investments to Saudi Arabia.

The significance of such a fund is not simply its size. It demonstrates how sovereign anchor capital, global investment expertise and a regional mandate can be combined to build a larger pipeline of investable businesses and increase institutional confidence in the region.

Political instability will remain a major constraint on MENA’s economic potential. Private equity cannot, on its own, resolve fragility, institutional weakness or regulatory fragmentation. But stronger and more integrated investment ecosystems can help ensure that capital does more than circulate within the region’s already mature markets.

For the wealthier GCC economies, the challenge is increasingly to deploy capital in ways that deepen productive capacity and strengthen the private sector. For less-developed and fragile economies, it is to use local investment managers, development finance and risk-sharing structures to turn viable businesses into investable platforms capable of attracting long-term capital.

MENA’s next growth chapter will therefore depend not only on mobilising more money. It will depend on building the institutions and investment structures that convert capital into productive companies, regional champions and high-quality jobs.

That is where private equity can make its most consequential contribution.